Hi guys, Is anyone interested in doing a finance problem for $? It is a relatively straight forward capital expansion decision problem. Main components are setting up to see the cash flows, calculating NPV, IRR, MIRR, Payback, etc. Then setting up some other analysis using table command and other excel functions (conditional formatting for accept/reject decision, etc) to show impact of changing scenarios on the above items. Offering $50 bucks, but need tomorrow by 1 PM Central standard time. email me at kevin underscore f1 at hotmail if interested. Will send exact problem so you can confirm.
i’ll do it for 200 bucks
These homies are online tutors. Perhaps they can help. adminanytimehelp @ gmail . com
HAHA, for $200 I will do it myself. Probably about an hour long problem (if you are excel proficient). Just looking to set something up long term to deal with the over-flow since I have usually more business than I can handle.
actually, is there a good place (noting what quantjock posted) to get over-flow work of this nature filled? My hope was this year to get some people staffed in the $25-40/hr range, since I have been leaving too much on the table. But other than posting to this forumn and a few friends (but most of my friends arent accounting and finance) I dont have any good resources.
Google ‘4 hour work week’ outsourcing. There should be some good outsourcing providers in the search results. Otherwise the book has lists and list of reputable outsource firms?
Is this a joke or a troll job ? Or are you some kind of independent consultant whose practice is doing too well ? If not plenty of people on this board would do that for free if they can write it on their CV.
I will take a look at it, won’t be able to do it by 1:00 today though. artvandalay21 at gmail dot com
Actually - someone already did it. Thanks. No - it is not a joke. I do sometimes have too much work and need to have other help in order to keep it all. It really just depends on my schedule and how hard I am seeking work. Luckily someone was able to help this time so he got paid and I got paid…everyone wins.
I’ve been thinking of starting up an advisory service for young analysts. Sort of like having a paid mentor on a retainer basis. Someone a young analyst can send stuff to and have it checked over for glaring issues, or where they can get some explanation without having to go to a colleague and feel like they’re confessing ignorance. I’ve been trying to think about what level of retainer would be feasible or reasonable for this. I would have to find some way to manage the workflow… people would be upset if they paid $X per month and I were deluged and unable to reply in time to meet needs. Perhaps a normal feel, plus a rush fee for faster turnaround. What do people think? Is this a service people would be interested in? What kinds of monthly fee would you be wiling to pay to have a kind of “mentor for hire”?
sounds like a pretty interesting idea but in my opinion any analyst who requires a service like that needs to be fucking fired
I agree with supersharpshooter. Also, I’m not sure why the junior analyst or associate wouldn’t just go speak with their colleagues, much less someone that doesn’t work in the same industry. Lastly, in many cases, most banks/firms prohibit their employees from discussing confidential matters (like stock ideas, models, etc.) outside of their firm unless they’ve been publicly disseminated. I see what you’re saying about how people might be embarrassed to “confess ignorance,” but I believe one’s ability to confess their ignorance is a strength, not a weakness.
numi Wrote: ------------------------------------------------------- > Also, I’m not sure > why the junior analyst or associate wouldn’t just > go speak with their colleagues, much less someone > that doesn’t work in the same industry. Sorry numi, which industry would that be? > Lastly, in > many cases, most banks/firms prohibit their > employees from discussing confidential matters > (like stock ideas, models, etc.) outside of their > firm unless they’ve been publicly disseminated. This is a point that I’ve been chewing on. This would not be a “here, you do my model for me and I’ll present it to my boss as my own work,” kind of deal. It’s more a service for “how can I approach this problem,” “is this regression technique valid,” “which figure should I use for RFR,” etc… I would not be suggesting doing other peoples’ models for them, but helping them with the parts of the process that they don’t necessarily understand, or just want a confirmation on. It’s fine to go to a colleague or supervisor, but suppose you didn’t understand the explanation at first, because the guy did not have the time or know how to explain it right. > I see what you’re saying about how people might be > embarrassed to “confess ignorance,” but I believe > one’s ability to confess their ignorance is a > strength, not a weakness. It’s a strength, until you confess it to someone who uses it to show why they will promote your colleague over you, use it to deny you a raise, etc… Would you fire someone who called their former professor to ask how to work on a particular type of problem? Would you fire someone who spent an hour of company time researching how to do the problem on the internet vs. having a professional consultant help them (at their expense) for 15 minutes? Remember that this makes your employee more productive and makes your own output look better at lower cost to you? Would you fire someone who asked for help on a problem on AF? Would you fire someone who paid for a CFA course and called their CFA instructor about how to apply that material to the things they are doing for their employer? Would you fire them if the employer had paid for the course as opposed to the employee? Would you fire someone that went to the library or hired a consultant on their own dime to execute research on a company they were following, even though that consultant doesn’t have access to most of the report and the quality of the information offers your firm a competitive advantage? Would you quit your firm if your boss hired a consultant to advise them on their allocation strategy or position sizing instead of having your boss do that themselves? Protecting proprietary information is key, but aside from that, I’m not sure what makes this a fireable offense.
OK, but who said anything about it being a “fireable” (sp?) offense? You listed a bunch of seemingly arbitrary rhetorical questions – OK – but I don’t see how that stuff is relevant to my comment about acknowledging what you know versus what you don’t know. Maybe it’s different for other people, but my whole career has been predicated on acknowledging without hesitation what I know versus what I don’t know. I feel a lot more confident when I’ve accurately presented myself, and it also helps me avoid situations where people try to grill me about stuff that I don’t know about. Moreover, I find that my superiors have always been apt to get me up to speed on things where I’m not so sure about. In general, people that succeed in finance tend to be incredibly self-motivated, but in the event that there’s just something you’re not able to get done, I find that people would rather work with you to get you caught up on things than to have you keep spinning your wheels and run the risk of last minute fire drills. So, in short, I *wouldn’t* fire someone who sought outside help; I just feel like most people would probably turn to themselves, their peers, or their mentors before calling someone outside of their workplace to do their own job. But, maybe you’re right, just because I wouldn’t pay for a service like this doesn’t mean that other people wouldn’t, and hopefully there really is a market for this type of stuff because I’m a huge supporter of entrepreneurship and individual businesses. I just find it hard to conceive that someone that works at an investment bank or on the buy-side (or whatever “industry” they’re in, as I stated earlier) can’t find a colleague or an associate to help them out, considering how many people those firms employ.
If I was a junior analyst, I would absolutely not buy consulting services from someone who charges a fee that a junior analyst would be willing to pay.
The firing part was about how you agreed with supersharpshooter, who said, “in my opinion any analyst who requires a service like that needs to be @#$%& fired.” I understand what you say about being up front about saying what you know and what you don’t know, and I’m not advocating that people bluff their way through stuff (even though I see that happening all the time). However, maybe you have gone to your colleague and they have spent some time with you, but you still have questions and don’t feel like bugging them *again* for the same info. Oftentimes you may not even know what question to ask and what you want to figure out if you are just being dense or if there is something you need to know. In consulting work, the rule of thumb is if you are comfortable that you can handle 80% of the material or more, and can learn the 20% that’s left, you should feel confident about the job. If you start telling people that you only know 95% of the material, many times they will magnify that 5% that you’re talking about into 50% or more and prefer someone else who doesn’t do that. Now you can say, “that’s their loss,” but actually it’s your loss too. My main point is not that you should pretend that you don’t have weak areas, but that you should have resources in your toolchest to address those other areas, and those might include mentors, colleagues, tutors, etc…
Hello Mister Walrus Wrote: ------------------------------------------------------- > If I was a junior analyst, I would absolutely not > buy consulting services from someone who charges a > fee that a junior analyst would be willing to pay. Won’t belong to a club that would have you, then?
kevinf12 Wrote: ------------------------------------------------------- > Actually - someone already did it. Thanks. > > No - it is not a joke. I do sometimes have too > much work and need to have other help in order to > keep it all. It really just depends on my > schedule and how hard I am seeking work. Luckily > someone was able to help this time so he got paid > and I got paid…everyone wins. Who did it in the end?
Muddahudda Wrote: ------------------------------------------------------- > kevinf12 Wrote: > -------------------------------------------------- > ----- > > Actually - someone already did it. Thanks. > > > > No - it is not a joke. I do sometimes have too > > much work and need to have other help in order > to > > keep it all. It really just depends on my > > schedule and how hard I am seeking work. > Luckily > > someone was able to help this time so he got > paid > > and I got paid…everyone wins. > > > Who did it in the end? Not sure the screen name - just have email and name. He can chime in if he wants.
bchadwick Wrote: ------------------------------------------------------- > I’ve been thinking of starting up an advisory > service for young analysts. If you start this service, I’m confident that unlike numi, you won’t advertise your services over AF and will find the proper way of doing so.