Well done stud youre a rock star dude x is crushing

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“Well done, stud.” “You’re a rock star, dude.” “X is crushing it.” “Y is killing it.” “Z is printing big trades. She’s a printing machine.” Because of the sovereign debt crisis and resultant turmoil in European markets, investors based there were looking to put their money somewhere relatively more stable. My business area, the United States of America, was where their eyes were turned. I saw that there was a ton of dry powder in Europe, client capital ready to be invested. And the clients who’d been burned by structured products now wanted to invest in transparent, exchange-listed business, business that wasn’t going to rock anybody’s world, but was going to be steady and solid over the next decade. But in order to do that business, I had to convince the partners that my London colleagues’ mind- sets needed to change. I spent the better part of a year in London shouting that message: “This is important business; it’s going to pay the bills. But more than that, it’s business we need to do to service our clients.” Now and then I was heard; mostly I wasn’t. After I returned from one particularly long and productive trip, I e-mailed Georgette saying I’d like to discuss some of the meetings I’d had. To my surprise, she came over to my desk and looked me in the face. She wasn’t smiling. “I don’t typically talk to my employees more than once a month,” she said sternly. “The only time I want to hear from you is in the form of a one-line e-mail that states how big the trade was and what the GCs were.” ——— My first six months in London flew by very quickly. I had been traveling and working hard but I also
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got to have some fun. I was lucky to be courtside in Paris to see Rafael Nadal beat Roger Federer for his sixth French Open title, and at Wimbledon to eat strawberries and cream and watch Novak Djokovic win his first. I also got to eat at some good places like Pied à Terre in Bloomsbury, St. John in Farringdon, and The Ivy in London’s West End. I was grateful for these experiences and tried to remember to smell the roses as often as possible. Here’s a tip, next time you are in London: add a lot of salt and pepper to whatever you order. Trust me, it needs it. In June 2011, I flew back to New York to talk to a couple of the partners and give them my assessment. They were all eager to hear about London. “What’s the culture there like?” the first of the five partners I met with asked. I was blunt. I said it was a trading culture where people were, first and foremost, concerned about making money for the firm. This partner had spent a lot of time in London, and he agreed with me. During my time in New York, I also met with a 2004 partner. Unprompted by anything I said, he asked, “So how bad is the culture over there?” When I gave him my assessment, he smiled a little. “The leaders in London generally aren’t client guys like we are in New York,” he said. “They’re focused on getting clients to do things, not asking clients what they need.” He added that Michael Sherwood (aka Woody), the co-CEO of Europe, and Gary Cohn really didn’t get along.
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