Perella Weinberg Partners: New Firm, Old Values
Posted: 7 Mar 2012
Date Written: September 29, 2011
In the five years since it opened its doors, the investment banking boutique Perella Weinberg Partners had grown into a firm that advised a roster of blue-chip clients on critical transactions and had over $8 billion of client assets under management. The three co-founders, all veterans of Wall Street, were proud of the firm they had created and were pleased with its success to date, but they also knew that it had reached a key inflection point. How much could they, or would they, want to grow? What was the best way to enhance their "relevance"? What were the costs, benefits, and impediments to growth? Another looming question was whether the firm should go public at some point.
Learning Objective: To understand: i.) how a firm can enter a crowded market and find a path to success; ii.) explore the challenge of growth for a new firm at an inflection point (what paths can be taken, what are the tangible and intangible pros and cons, affect on culture and values); iii.) the possible decision to take the firm public (costs and benefits and the impact on clients and firm culture).
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