How a deal actually gets done

A deal is not a moment. It's a process that runs for months, in stages, and each stage lands a different kind of work on the analyst's desk. If you picture a deal as one big signing ceremony with champagne, you've already misunderstood the job you're interviewing for.

Here's the honest shape of it. A bank spends most of its energy trying to win the work, then a compressed, brutal stretch actually doing the work, then a slow grind to close it. Most of what you see in the movies is the last five minutes of a nine-month movie.

The lifecycle, stage by stage

Let's walk a sell-side M&A process, a bank hired to sell a company, because it's the cleanest way to see the whole arc. Buy-side and capital-markets deals rearrange the pieces, but the rhythm is the same.

Notice something. The work does not build smoothly to a peak. It spikes, drops, spikes again. That lumpiness is the job, and it's why "the hours" are impossible to predict from the outside.

Stage 1: The pitch

Before there's a deal, there's a pitch. The bank builds a pitch book, a deck that says "here's what your company is worth, here's who'd buy it, and here's why you should hire us." Several banks pitch the same client. Most lose.

This is where beginners misjudge the business. Senior bankers spend the bulk of their careers on work that never becomes a deal. A pitch book is a full valuation, trading comparables, precedent transactions, a DCF, plus market color and buyer lists. The analyst builds all of it. And then, often, nothing happens.

Stage 2: Mandate

The client picks a bank and signs an engagement letter. That's the mandate. Fee structure gets set here, usually a success fee that only pays if the deal closes, plus maybe a retainer. This stage is quiet for the analyst. Enjoy it. It won't last.

Stage 3: Preparation

Now the real construction starts, and the analyst load goes vertical. Two things get built in parallel:

• The model. A full operating model of the target, feeding the valuation. This is where you defend what the company is worth.
• The marketing documents. A short, anonymous teaser to gauge interest, then a detailed Confidential Information Memorandum (CIM), the sales document that tells the company's full story to buyers who sign a non-disclosure agreement.

Stage 4: Marketing

The bank reaches out to a buyer list, both buy-side financial sponsors and strategic acquirers. Interested parties sign NDAs, get the CIM, and submit non-binding first-round bids (indications of interest). This stage is reactive: a buyer emails a question at 6pm and wants a model tweak by morning. Your hours stop being your own.

Stage 5: Diligence

Serious bidders now get deep access through a virtual data room, every contract, financial statement, and customer detail. This is the most intense phase, and a lot of the grunt work lives right here. The analyst often runs the data room and manages the diligence Q&A tracker, the running log of every buyer question and the answer the client gives back.

It's unglamorous and it's relentless. Buyers ask questions at all hours, and the answers have to be consistent with everything in the CIM and the model. Which brings up the reason consistency matters so much once a deal is live.

Stage 6: Negotiation

Final bids come in. The seller and the leading buyer negotiate price and terms, and lawyers draft the definitive purchase agreement. The MD and VP run this. The analyst supports with updated analysis: what does the bid imply for enterprise value, how does a higher price change the math, what happens if the buyer wants to pay partly in stock. Spiky work, high stakes.

Stage 7: Close

Signing isn't the end. Between signing and closing come regulatory approvals, financing, and sometimes shareholder votes. Weeks pass. Then it closes, the money moves, and the success fee is finally earned. The analyst work here is light. The lawyers carry it.

Why the hours are lumpy

Put the stages together and you see why banking hours are famously unpredictable. Work arrives in bursts tied to external events you don't control: a pitch deadline, a buyer's question, a first-round bid date, a negotiation that suddenly heats up at midnight.

$\text{Analyst hours} \approx \text{baseline} + \sum(\text{live-deal spikes})$

The baseline is manageable. The spikes are not, and they stack when you're staffed on more than one live deal. A quiet Tuesday can become a 3am Wednesday because a buyer three time zones away sent one email. That's not bad management. That's the structure of a process that answers to outside parties on their clock.