INSIGHT

The bit you don’t see on the job description, by Rupert Bell

05 Mar 2024
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Rupert Bell, Director of DACH, has shared his thoughts on how to adapt to a new organisation when transitioning roles

He advises focusing on learning the firm's operations, communication channels, and decision-makers. Each firm operates uniquely; building credibility and trust is crucial for success in decision-making.





Each firm operates uniquely; building credibility and trust is crucial for success in decision-making

Last week I met someone for lunch whom I have recently helped move as a partner from one mid-cap fund to another. With his start date not far off, he asked for my advice on how best to onboard with his new colleagues.

My reply is to dedicate as much time as possible in the early days to getting to know the new organisation. I don’t just mean talking to colleagues and building a social network, but really learning how the firm operates. What are the formal and informal communication channels? Who are the key decision makers and who do they listen to? What kind of debate happens inside and outside the investment committee?

My advice is based on the observation that although most firms tend to do the same things, they actually do them in very different ways and it might be that you only realise this once you have worked in more than one fund. The level of concentration of authority can vary hugely, even within a partnership. I have heard this compared to Animal Farm; all partners are equal, but some are more equal than others.

Learning to read how the wind blows at your new home takes time and you would do well to prioritise this for much of your early days.


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After all, when you take a deal to your investment committee, it is really only half about the deal; the other half is about you. How much do they trust you? How well do they even know you? What happened last time you did a deal – were you too bold or too cautious? Have you done your homework properly?

So joining a new firm with a new way of operating, means you have to build your credibility and reputation anew as well. You don’t want the voices you need to support you to get to know you in real time when you bring your first deal forward. Do this groundwork before you go into battle for real.

Learning how to navigate your own organisation is very much a key skill set. We don’t see this prioritised very often in job descriptions, which tend to major on things like track record, sourcing network, commercial acumen and sector focus. But without this ability to carry your own team behind you, you simply will not get anything done.
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