David Solomon’s Post

Umar Saif Please read the full report to get an idea of what were the assumptions behind these projections. And then compare reality with assumptions to figure out why is the country trailing so badly. Also do a little maths and calculate GDP per capita and the picture will change. By the way Goldman Sachs had included Pakistan in the Next 11 emerging economies in one of its reports in 2005. This was after the success of their BRIC classification. The Next Eleven (or N-11) refers to the eleven countries namely Bangladesh, Egypt, Indonesia, Iran, Mexico, Nigeria, Pakistan, the Philippines, South Korea, Turkey, and Vietnam that were identified by Goldman Sachs investment bank as having a high potential of becoming the world's largest economies in the 21st century. The bank chose these countries with promising outlooks for investment and future growth on December 12, 2005. Based on Goldman Sachs’ criteria such as macroeconomic stability, political maturity, openness of trade and investment policies, and the quality of education. Although the 11 countries varied geographically and economically, they have common features that arebelieved to single out as their high economic potential. Results are in front of us after around 20 years. Sharing headlines without reading the actual contents is probably the way to cheer up a set of supporters but does not work with the majority of readers, who are now fully aware of the ground realities. On a positive note, we are aware of our potential and we will achieve it soon after we kick out the elements that have hindered the country’s growth and progress over the last 50 years. The actual report was published in December 2022 and the link to the report is given here. Please read it and especially the box on page 15 and then compare it to where Pakistan stands currently on those prerequisites for growth. #pakistan #globaleconomy #growth #emergingeconomies #next11 https://lnkd.in/dKFrNTtY

RIP Goldman Sachs When I started out at Goldman, it was the most feared firm on Wall Street. Those days are gone for good. My first job after college was as an analyst at Goldman Sachs. The three years I spent there were very long — time plays tricks on you when you're working 100 hours a week — and very unhappy. But they were also very formative. I learned how to think about how a business makes money. I learned how to work really hard. I learned how not to be intimidated. And I acquired a deep and lasting paranoia of being even a minute late, a mindset that is familiar to anyone who has been a junior analyst at Goldman, and one that my friends today find equal parts baffling and amusing. As the years passed, my short stint at Goldman continued to give me a sneaky sense of pride. I say "sneaky" because after the global financial crisis of 2008, criticism of the bank — some of it even written by me — mounted dramatically, culminating in Matt Taibbi's famous piece likening the firm to a "vampire squid." But here's the thing: The criticism always contained a trace of awe. There was a mystique to Goldman. It was cool and competent. Even when it lost hundreds of millions on a trading bet gone awry, or intentionally screwed its own clients, well, that had a certain swagger to it. Being a partner at Goldman meant you were part of the greatest wealth-creation machine the world had ever known. You were one of Wall Street's kings. "Thank God I didn't go to Morgan Stanley," I'd think to myself as I watched Morgan transform itself from a firm that was once very much like Goldman — prestigious, brilliant, a bit mysterious — into yet another run-of-the-mill firm that catered mostly to retail investors. Which is why the past few years of bad press about Goldman, mainly focused on CEO David Solomon, have been shocking, and oddly painful — the way you feel when something you didn't realize mattered to you is being broken. It isn't just that the bitterness about Solomon's leadership has spilled outside the firm, prompting The Wall Street Journal to describe Goldman, in a headline, as "at war with itself." It's that the leaks are coming from very senior levels inside the firm — a development one longtime Goldman observer I spoke with called "unprecedented." While there was always plenty of internecine warfare at the firm — think CEO Jon Corzine being knifed by his partners — what happened at Goldman stayed at Goldman. As Solomon recently confessed to a former partner, "It's a very, very hard war, and I'm being fracked by my own troops."

🌟The question of whether Pakistan can achieve its quoted "potential" in the next 50 years is not just about optimism; it's about strategic planning, collaboration, and visionary leadership. As we ponder this question, it's essential to acknowledge the remarkable progress Pakistan has already made in various fields despite facing numerous challenges. From advancements in technology to strides in education and healthcare, Pakistan's journey towards realizing its potential is already underway. However, to ensure sustained growth and prosperity over the next five decades, several key factors must be considered: 1️⃣ Investment in Education and Innovation: Empowering the youth through quality education and fostering a culture of innovation will be crucial in driving Pakistan's future growth and competitiveness on the global stage. 2️⃣ Infrastructure Development: Modern infrastructure is the backbone of any thriving economy. Investments in transportation, energy, and digital infrastructure will pave the way for enhanced connectivity and economic development across the country. 3️⃣ Economic Diversification: By diversifying its economy and reducing dependency on a few sectors, Pakistan can mitigate risks and unlock new opportunities for sustainable growth. 4️⃣ Good Governance and Institutional Reforms: Strengthening institutions, promoting transparency, and ensuring the rule of law are essential for fostering an environment conducive to investment, entrepreneurship, and economic stability. 5️⃣ Harnessing Human Capital: Pakistan's greatest asset lies in its people. By prioritizing human development and creating opportunities for all segments of society, Pakistan can unleash the full potential of its workforce and drive inclusive growth. While the road ahead may present challenges, I firmly believe that with determination, innovation, and collective effort, Pakistan can indeed achieve its envisioned potential in the next 50 years. 💫What are your thoughts on Pakistan's potential? Share your insights in the comments below! 👇

ANYTHING Bethany McLean writes is 100% WORTH the read. She has no idea who I am, but we both worked at Goldman Sachs in the mid 1990s. I loved working there back in the day and made so many great friends, but times have changed and is it too early to write it's epitaph? Perhaps, but financial services firms have evolved and now we read about the P/E firms and their adventures. **sigh** #relationships #investmentbanking https://lnkd.in/dgKtMEsj

Year-end is a time for reflection. After twenty nine extraordinary years at Goldman Sachs, I’ve concluded that now is the right moment for me to bid farewell. Lately, I’ve been consumed by a feeling of merely going through the motions, which isn’t in my DNA nor what makes Goldman Sachs special. No formal plans for what comes next, which feels like the ultimate luxury after going full out for decades. Standing at a crossroads, sometimes you have to pause to acknowledge the chapters you’ve written.    Mine has been an unconventional GS career journey – changing roles, divisions, and geographies multiple times and then back again. I thrived given the variety of experiences on offer, but ultimately you reach a point where opportunities for change become more limited. As the pace of innovation accelerates at a mind blowing speed, there’s a strong pull to explore new adventures.    I am optimistic about the strategic direction of Goldman Sachs. For Global Banking & Markets, our market share gains, strengthened client franchise, and generation of the industry's highest return on equity is a source of collective pride. Returning to our rightful #1 position in Global Equities and an epic 20-year+ uninterrupted run as #1 Global M&A Advisor is a testament to our extraordinary talent and collaborative culture.    From Buffett to Beckham, I take with me countless memories engaging with iconic clients. It’s been the privilege of a lifetime working alongside exceptional colleagues who have inspired and supported me. Thank you David, John, Ashok, Dan, Marc, and Richard for the meaningful friendships. Each is unique and special. I’m most grateful to my wife, Jenn, and our three boys for allowing me the freedom to operate this intensely for so long.   Keep winning, as our results will always define us. I will bleed Goldman Sachs forever.     #mood: “There was a language in the world that everyone understood, a language the boy had used throughout the time that he was trying to improve things at the shop. It was the language of enthusiasm, of things accomplished with love and purpose, and as part of a search for something believed and desired. Tangier was no longer a strange city, and he felt that, just as he had conquered this place, he could conquer the world”.  — Paulo Coelho, The Alchemist

A quarter of Goldman Sachs employees hold the title of Vice President. While I think titles are somewhat overrated and can be meaningless in business, there are a few reasons for this, especially in the banking sector. These folks are usually tasked with selling investment products to clients. These clients need to believe that they are speaking with someone in a senior position. Hence, titles are assigned in this manner. A VP at the bank would probably not be anything more than a manager at a more conservative company.

!!!! Just found out that I've been officially accepted into the Goldman Sachs 10,000 Small Businesses program this fall! This has been a long time coming. I applied last year based on the testimonials of folks like Tony Fields and Wendy Pease 🌍. When I was accepted, I was thrilled. I was also several months pregnant and very, very sick. I knew from past experience that I probably wasn't going to feel better anytime soon (I was right). It's unusual for me to draw a line, set a boundary, say no. I tend to say yes first, figure out how later. So it was difficult to admit that right then, I didn't have it in me to complete this program. I wouldn't be able to show up the way I wanted to. So I deferred my admission. Then, when the spring cohort started up, my baby girl was a few weeks old. And...it wasn't happening. I hated hitting send on the email that said I had to decline yet again. This summer, I restarted the application process from square one. I honestly wasn't sure what impact my past deferrals would have. But I felt confident when I told my interviewers that this time around, I have the physical and mental fortitude—and the time—to get as much as I possibly can from this program. My two takeaways: 1. Sometimes, you can't do it all. I hate acknowledging that, but it's true. 2. Waiting is hard. But sometimes nothing is the best thing you can possibly do. Future members of Cohort 20, I can't wait to meet you! #learning #smallbusiness #entrepreneurship

Exploring new possibilities and unlocking new opportunities has always been my cup of tea. Back in 8th grade, I stumbled upon Investment Banking, sparking my curiosity to learn more. Recently, I delved into this world by participating in JPMorgan’s virtual job simulation on the Forage platform. It provided invaluable insights into the dynamics of an investment banking team at JPMorgan. JPMorgan Chase & Co. J.P. Morgan Forage During the simulation, - Identified an ideal M&A target for a client, considering strategic and financial criteria. - Constructed a DCF model to determine the target's valuation, adjusting it for a competitor bid and supply chain disruption. - Crafted a comprehensive 2-pager for the client, encompassing a company profile and auction process summary. This experience equipped me with valuable expertise in #Companyanalysis, #presentation, #Modelling, #Clientcommunication, #DCF, #Mergers, and #Acquisition (M&A screening) in the realm of investment banking. #JPMorganChase #InvestmentBanking #Forage #NewOpportunities #SkillsDevelopment