How was your onboarding experience at 99?
My story is a little unusual, as I joined the firm when there were only 5 employees. The onboarding procedure now available to new entrants didn’t exist at the time. There is now a whole new process in place for new recruits, the first highlight being the half-day induction. It features a full explanation of the firm’s structuring, its teams, its propositions, its clients… and new staff are provided with a wealth of information that may not seem that important, but which is in fact the key to successful integration.
What projects have you been tasked with?
In recent years, I’ve had the opportunity to work with several prestigious players on the private banking scene and within asset management, with smaller structures on the French market, and with leading international institutions. I assist them with their structural or transformation issues, all in line with evolving financial regulations (MIFDs, PRIIPS, GDPR, AML4…). Project styles have so far been very varied (transition management, operational support, change management, project management, auditing), which has enabled me to develop a multitude of skills and an adaptability to very different environments and contacts.
How does the firm help you grow?
On a personal level, I’d say that the trust I’ve been shown over almost six years has been a very powerful lever, since it has really allowed me to express myself autonomously, and to make proposals for my clients on a daily basis. 99 Advisory quickly gave me the opportunity to work with senior leaders and decision-makers. I’ve been fortunate enough to be able to discuss and share experiences with them, which has been really inspiring and enriching. Working with them helped me to acquire skills quickly, build a network, and was simply an incredible challenge at the beginning of my professional career
How do you fit into the 99 Advisory values?
99 Advisory’s core values were co-created by the teams and managers a few years ago at an annual seminar. This ensured everyone’s commitment to the firm’s identity. We chose five key points, which make up the M-A-R-K-E-R values. The one that struck me most was Meritocracy, which is the very essence of the firm and essential to its development. Recognising the qualities or work of each individual and facilitating individual growth are two very powerful levers resulting in global success. In hindsight, this is probably what allowed me to grow with the firm.
What do you like about the corporate culture?
How diverse it is: there’s something for everyone. Sports events, karaoke nights, team drinks and dinners, golf, indoor football… there are plenty of opportunities, and everyone gets involved at their own pace, and according to their own tastes, to find the right work-life balance. The monthly team lunch, which brings together all the employees, is always an unmissable social event, as is the annual seminar, a key part of corporate culture within the firm. I have fond memories of the four I’ve attended.