How Harrison Rush Group evaluates MD, Director, and VP talent in New York’s most competitive banking market.
New York City is still the heart of U.S. dealmaking, and the standards for leadership roles are higher than ever. In 2026, firms want executives who can bring in business, handle tough transactions, and lead teams that move fast and work well together. For firms competing in NYC investment banking recruiting, the leaders who win fees and scale teams share nine capabilities. Here’s a straightforward look at the leadership skills companies want most at the MD, Director, and VP levels—and how to spot them.
Where the Demand Is Coming From
- TMT continues to set the pace, particularly in digital infrastructure and enterprise software, with AI and cybersecurity driving thematic origination.
- Energy & Infrastructure has seen a renaissance in traditional power and midstream, requiring leaders fluent in capital‑intensive structures.
- Healthcare and FIG remain highly specialized. The best candidates pair technical fluency with regulatory and balance sheet nuance. In some healthcare verticals, advanced degrees are becoming a meaningful differentiator.
All of this means certain leadership skills are in especially high demand, and only the best make the cut in New York’s competitive talent scene.
The 9 Leadership Capabilities NYC Banks Prioritize
1. Origination and Client Coverage Excellence
What stands out: Repeat business, direct access to the board, strong relationships across products, and a steady, reliable pipeline.
How to spot it: Ask for a 12- or 24-month plan for bringing in business and building relationships. Dig into examples of wins and losses, and check with references to see if they’re really considered a trusted advisor.
2. Product and Execution Depth (M&A, ECM, DCM, LevFin)
What stands out: Taking full ownership of complex deals, finding creative solutions even with tough limits, and making smart, confident decisions about risk.
How to assess: Case interviews based on live deal scenarios; lessons learned from a failed or difficult transaction; references from legal/risk.
3. Strategic Market Insight
What great looks like: Thematic sector views that translate into coverage strategy and fee opportunities ahead of the curve.
How to spot it: Ask the candidate to share their view on an industry and how they’d approach the market. Look for clear, logical, and realistic thinking that fits New York’s competitive scene.
4. Leadership and Team Building
What stands out: A clear vision, a real focus on coaching and developing people, smart hiring choices, and a commitment to fair, inclusive practices that keep top talent around.
How to assess: Behavioral questions on hiring and performance management; evidence of internal promotions and bench development.
5. Risk, Compliance, and Conduct Judgment
What great looks like: Proactive partnership with risk and legal; clean conduct; strong documentation and escalation.
How to spot it: Use tough, real-world scenarios to see their judgment in action. Double-check with risk and compliance contacts, and ask for examples of how they’ve made important decisions in the past.
6. Data Literacy and Commercial Enablement
What stands out: Putting data to work—choosing the right targets, vetting deals, pricing risk, and making accurate forecasts.
How to assess: Ask for concrete examples where data altered coverage or pricing; request dashboards or decision artifacts they’ve used.
7. Cross-Product and Cross-Border Orchestration
What stands out: Smooth collaboration across teams, products, and locations, helping the firm win and close more deals.
How to assess: Scenario work on coordinating multi‑product teams; references that speak to influence and internal credibility.
8. Inclusive Leadership
What stands out: Building diverse teams, running fair reviews, and fostering trust so people feel comfortable sharing ideas early on.
How to spot it: Look for proof of diverse hiring and promotions over time. Ask about how they reduce bias and make sure everyone has a fair shot at moving up.
9. Resilience and Change Agility
What great looks like: Maintaining standards through volatility, adapting strategy quickly, and sustaining team performance under pressure.
How to assess: Specific stories of navigating downturns or disruptions; metrics showing stable fee generation or team retention through cycles.
The Execution Readiness Hurdle
A slow market in recent years meant many junior and mid-level bankers didn’t get much hands-on deal experience. Now, firms want leaders who can both get deals done and help less experienced team members get back up to speed. When hiring for leadership, look for:
- Documented playbooks and training approaches
- A track record of turning potential into performance within two quarters
- Evidence of elevating team output without sacrificing risk standards
The Realities of the 2026 Pay Structure
Base salaries have leveled off. The premiums and guarantees go to leaders who can prove their impact on origination and execution, not just tenure. If you want to command the top of the band in NYC:
- Show up with a solid pipeline and references who can back up your ability to deliver results and keep clients coming back.
- Show a clear, proven approach to winning new business, especially in packed sectors like software and healthcare.
- Demonstrate inclusive leadership that reduces churn, retention savings and team performance now factor into total value.
Beyond the Paycheck: Culture as a Performance Multiplier
In 2026, top leaders look for places where they can grow, mentor others, work together, do high-quality deals, and see a clear path to promotions. Companies that mix strong pay with real support—like protected weekends, good PTO, solid retirement plans, and true mentorship—are landing the best talent without overspending. And candidates are checking out your culture just as much as you’re checking out theirs, so make sure your story holds up.
How to Embed These Skills into Hiring
- Build a competency scorecard tied to 12-24 month business outcomes.
- Use structured interviews and standardized rubrics across every stage.
- Incorporate market-thesis and deal-case exercises to observe real-time judgment.
- Calibrate with cross‑functional panels (coverage, product, risk) to reduce bias.
- Close with a clear narrative: platform advantages, near-term impact, and culture.
How Harrison Rush Assesses for NYC Leadership
- Competency-led screening anchored to origination, execution, and inclusive leadership.
- Case-based evaluations that mirror NYC’s deal dynamics
- Deep references with clients, product partners, and risk/legal to validate claims
- Offer and close strategy aligned to 2026 compensation realities and candidate priorities.
Bottom Line
NYC investment banks are hiring leaders who can create fees, run flawless processes, and build teams that scale. If your evaluation process isn’t built around these capabilities, you’re taking unnecessary risk in a market that rewards precision.
Start your NYC investment banking recruiting search?
Schedule a confidential consultation with Harrison Rush Group. Our NYC investment banking recruiting team will help you find and secure the talent who can truly move the market.
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