Had 4 final rounds for corporate development roles but keep getting ‘not strategic enough’ feedback. How do IB analysts showcase long-term thinking when our work is deal-to-deal? Would especially appreciate examples of how others framed their deal experience beyond timelines and deliverables.
Build a narrative around 2-3 deals showing progression from execution to strategy. Example: ‘After closing the X acquisition, I led a post-mortem analysis that identified underperforming customer segments. This became the basis for our cross-selling strategy that increased LTV by 15%.’ Show continuity beyond the transaction closing.
strategic = corp dev code for ‘make up bs consulting frameworks’. watch some bain webinar, parrot ‘value creation levers’, ez pass