Vault’s Verdict

Moelis is ideally looking for intellectually curious, hardworking, collaborative, adaptable, professional candidates with strong analytical and interpersonal skills. The firm runs an excellent internship program for students, offering interns exposure to live deals, senior bankers, and clients; interns are treated as if they were full-time employees (no busy work). Meanwhile, full-time junior bankers get excellent initial and continuous technical training and a high level of experience and responsibility early on. Moelis has an apprenticeship model, meaning junior bankers get to work closely with experienced senior professionals. While there can be a steep learning curve and the pace can be fast, this allows junior bankers to build adaptability, judgment, and resilience.

While the hours are long, the firm has a number of benefits that are helpful in managing stress and work-life balance. In addition, Moelis has a protected time-off policy that protects weekends, and the highly collaborative and supportive culture makes the demanding work more manageable. Salaries, bonuses, and benefits get very good reviews, with insiders saying the firm pays at the top of Street average and offers a comprehensive benefits package that includes healthcare, vision, dental, gym memberships, mental health programs, childcare, pregnancy treatments, free meals, and more.

Inclusion is another strong suit. Moelis has numerous employee networks open to employees who identify as part of those groups as well as allies of those group—Asian and Allies, Black and African American and Allies, Hispanic and Allies, Moelis Pride, Women and Allies, and Veterans and Allies. With respect to the firm’s business outlook, deal flow is strong, Moelis has great client relationships, and the management team has a lot of experience and knowledge. Recently, Moelis went through a major leadership change, as Navid Mahmoodzadegan succeeded Ken Moelis as CEO. According to company insiders, the transition was seamless, and Mahmoodzadegan has a clear and strong vision for the firm moving forward.

EMPLOYEE REVIEWS

Hiring Process

• “The interview and callback process is generally thoughtful and well organized, with an emphasis on assessing both technical ability and overall fit within the team-oriented culture. Candidates are typically evaluated not only on their analytical skills and attention to detail but also on professionalism, communication, and how they carry themselves in a client-service environment. The process gives candidates a good opportunity to meet a range of professionals and get a feel for the expectations and pace of the firm. The ideal candidate is someone who is intellectually curious, hardworking, and professional, with strong analytical and interpersonal skills. In addition to technical ability, the firm seems to value candidates who are collaborative, adaptable, and able to perform well in a fast-paced environment. A strong candidate is someone who can balance attention to detail with good judgment, communicate clearly, and contribute positively to the broader team culture.”
• “We will typically have multiple formal and informal coffee chats and calls prior to selecting an individual for an interview. Following an initial interview, if selected, they will come back for a Superday, which typically consists of three interviews (generally 1.5 hours for analysts, 2 hours for associates). We want an individual that is quite strong technically but also has demonstrated significant interest in the industry, which we can see at the analyst level generally via multiple in-semester internships while they're in college. We view this analyst as having gotten the training needed to be able to succeed in the job. At the MBA level, it’s a bit different, but the same concepts apply (generally we won’t see in-semester internships as an example, but they can demonstrate interest and training via school-led programs). When hiring experienced candidates, the desire is quite similar, although there are generally more interviews being done with multiple members at the coverage/product-level team.”
• “The interview process is very straightforward and well communicated to candidates. The firm is seeking hardworking, intelligent candidates with an entrepreneurial mindset capable of working independently but also are real team players.”
• “For our tech group MBA candidates, we primarily screen for candidates with strong accounting, finance, tech or consulting backgrounds. We then conduct a progressive series of informational interviews/coffee chats to assess cultural fit, interest in our platform, and technical capability. Selected candidates are then invited for a formal first-round technical interview. Candidates are down-selected and then invited to a Superday, which includes a series of senior banker interviews, further technical testing, and other case study assessments to evaluate the candidate’s relevant skills.”

Interview Questions

• “Paper LBOs, three statement accounting questions, etc. For example, we may ask someone to walk through how the creation of a DTA would impact the statements and then pivot to asking about implied MOIC based on entry and exit LBO assumptions”
• “I was asked a lot about previous experience and was challenged to answer questions about the current market and how I navigate different situations. I had four rounds of interviews and met with a lot of team members up to the executive level.”
• “Very heavy on technical questions upfront, often delving deeper into more challenging questions than other firms. Additionally, there is a case study that is a part of the interview process that tests candidates’ abilities to apply various concepts.”
• “Interview questions are technical, as the expectation is that you can run complex analyses for clients—bankers are given a tremendous level of responsibility so it’s critical that you’re able to deliver.”

Intern Experience

• “Moelis provided a great experience during the summer internship program. Interns worked on live deals and got real live deal experience and exposure to senior leaders and clients. I learned what the full-time experience would be like, and it helped me to confirm that I wanted to go into investment banking post-graduation. They also scheduled many networking events and opportunities to meet people across the firm in other groups, including events with an employee resource group that really helped in additional mentoring. I had a junior and senior mentor that provided advice and met with me throughout the summer. We heard from many senior speakers throughout the firm who provided their career paths and advice on how we can be successful in our roles. I also enjoyed how the program is generalist and I was able to work with various teams to have a broad network across the firm and a good overview of various team’s processes. Overall, the internship was a very positive experience and made it an easy decision to return for full-time.”
• “The Moelis internship experience is unparalleled. Interns work on live deals from day one and receive direct mentorship from MD through analyst. After talking to my peers at other banks, I found their stories of their internship experiences to be lacking relative to mine.”
• “I worked entirely on real-life projects (live deals, pitches, ongoing client coverage, and business development meetings). There was no ‘intern project’ or other busy-work; I was integrated directly into the team throughout the internship.”
• “Hands-on real-world experience. I was treated as if I were a full-time employee and given direct access to senior partners at the firm and C-suite level clients.”

Career Development

• “The best aspect of my firm’s career development opportunities is the amount of exposure and responsibility junior team members receive early on. There is a strong learning environment, with the chance to work closely with experienced senior professionals, develop technical and client skills, and gain meaningful experience across a variety of situations. That level of hands-on involvement creates a steep learning curve in a very positive way and helps accelerate professional growth. If I had to point to a more challenging aspect, it is that the pace can be demanding, which means career development often comes through real-time execution rather than through highly structured programs. That said, this also helps build adaptability, judgment, and resilience, and many of the most valuable development opportunities come directly from working on live projects with talented colleagues.”
• “Excellent initial and continuous technical training for analysts and associates. Frequent opportunities for banking analysts and associates to have speaking roles in client meetings; we bring the full team to bear on opportunities with no ‘hidden’ analysts in the back doing work At the VP and Director level. Frequent offsites with senior bankers with dedicated training programs. Highlight of this is a week-long program in Philadelphia at Wharton with bankers provided a full week away from deals to focus on development. While Moelis has a very entrepreneurial culture, it is sometimes challenging at the Director level carving out time for new business development.”
• “Strong apprenticeship model: Junior bankers gain exposure to live transactions early and learn directly from senior team members, which accelerates technical and client-development skills. Merit-based progression: Advancement is generally tied to performance, initiative, and ability to contribute to deal execution and client relationships. High-quality deal exposure: Working on complex, high-impact transactions provides a steep learning curve and valuable experience. Entrepreneurial environment: Directors often have the opportunity to start developing their own client relationships and build a personal franchise. Collaborative teams: Cross-level collaboration allows professionals to learn from partners, MDs, and peers across product and industry groups.”
• “Lean deal teams create meaningful responsibility early, giving you direct exposure to live transactions rather than just support work. Working closely with senior bankers allows for more mentorship, faster feedback, and greater visibility on our contributions.”

Quality of Life

• “We have great community here. I like everyone I work with and feel supported by leadership. We have a protected time-off policy that gives protected weekends and benefits that support mental health and other wellness initiatives. I know that if I need support to improve quality of life there is likely some sort of benefit to promote what I'm looking for. But outside of that, I enjoy the people I work with, clients and colleagues, which improves the quality of life greatly. We have ongoing team events and celebrations to get together and have fun.”
• “We have a protected time off policy. While the hours are long, we have access to a number of benefits that support us including Lyra, a behavioral health support system which has been really helpful in managing stress and work-life balance. The firm puts on regular wellness series with guest speakers, and we have a good time off policy that includes vacation, personal days, and sick time. I also feel like our parental leave is one of the best I have seen—20 weeks for primary caregiver with a graduated return to work.”
• “A strong aspect of my firm’s quality of life is the people and the team environment. Colleagues are highly capable, collaborative, and supportive, which makes demanding work more manageable and creates a positive culture. There is also a real sense of shared commitment and professionalism that makes the experience rewarding. The most challenging aspect is that the pace and hours can at times be intense, particularly during live transactions or other high-demand periods. That can make work-life balance less predictable. At the same time, the fast-paced environment is part of what makes the work engaging and provides strong opportunities for growth and development.”
• “I think the quality of life at the firm is positive. I’m given flexibility to steer my schedule. I know there are times when the hours are very intense and I am pushing a project across a deadline. There are other weeks where my schedule is more adaptable or flexible. I’m given access to helpful tools that help streamline some of the work, which is helpful.”

Salary and Benefits

• “Compensation is always near or at the high end of the spectrum across the Street. Salary isn’t as high as some other firms at my level, but it’s made up in bonus. The firm has an extensive amount of benefits from meals, healthcare, vision, dental, gym memberships, mental health programs, childcare, pregnancy treatments, etc. A lot of extras.”
• “Top pay for top performers. Comprehensive benefits package, including mental health benefits that cover free counseling and therapy for employees and their families, and an extensive paid childcare leave policy.”
• “Very fairly compensated in terms of salary and bonus. Discretionary 401(k) match was very reasonable. Moelis has fertility benefits and lot of other aspects that feel like you are well compensated.”
• “ (I don’t use them all but colleagues have used our fertility and mental health benefits and have positive things to say).”

Inclusion Efforts

• “This is a very natural part of the firm. We have a lot of employee networks that elevate different voices and enable learning of different groups and cultures—a lot of people attend the events and it is clear that it builds community and receives extensive support from leaders and employees alike. We celebrate a ton of holidays in and outside these networks. There’s also a lot of support for veterans, of which there are many across offices. There are corporate partnerships that also support these initiatives, like Forte for women.”
• “Extensive set of employee support groups focused on improving connectivity and networks internally (e.g., Asian & Allies, Black and African American & Allies, Moelis Pride, Women & Allies, etc.). Support groups receive executive level time and attention and are empowered to enact real changes internally, as needed. Robust undergraduate support groups to identify and recruit key talent across a variety of areas (e.g., BLK Capital Management, Veterans Programs, etc.).”
• “We have several employee networks that are open to all employees that identify as part of those groups and allies of those groups. Asian and Allies, Black and African American and Allies, Hispanic and Allies, Moelis Pride, Women and Allies, and Veterans and Allies. The firm also has recruiting partnerships with several organizations that support underrepresented communities with IB recruiting including BLK Capital Management, Forte, Jumpstart, and out 4 Undergrad. We also have two internal programs, the Leadership Development Program and Military Veterans Program which support bringing under-represented talent into the firm. The recruiting teams also host unconscious bias training a few times per year for bankers involved in the interview processes for campus recruiting.”
• “Multiple networks within Moelis that promote diversity and inclusion that focus on both upward mobility within the firm as well as ensuring we provide adequate time and resources towards recruitment of individuals within these networks. I have the most insight into the veteran’s network and the network is extremely strong with about 25 veterans within investment banking roles (and about 5 coming into the bank this summer full-time and about 5 more as interns). We’ve increased efforts at the analyst level as well and will have several joining us in the summer of 2027.”

Business Outlook

• “I feel very confident about the future of the firm. Navid just joined as CEO, and he has a clear and strong vision moving forward. It was a really seamless transition—even though it was a major change in leadership, it was not felt largely around the firm because it was very strategic and streamlined. There is also a lot of growth, hiring, and promoting new MDs to support growing products and sectors. Also, they are really investing in new technology, including AI, and outside support to give people more time to do the most impactful and valuable work. I definitely feel like I have a lot of great tools on hand to do things efficiently while also delivering strong work.”
• “We have strong deal flow and great client relationships, and our management team has a lot of experience and knowledge. We have a strong balance sheet with no debt and have been a top 20 global M&A advisor for the last eight years. Our restructuring business is also strong. We have several groups that are expanding with new senior coverage and continued hiring.”
• “Navid assumed the reigns this year and remains hyper-focused on continuing the legacy of growth and excellence. The firm continues to see strong deal flow with a robust pipeline of opportunities across the firm, despite the slight industry wide domestic M&A slowdown to start the year. Leading restructuring and public M&A platforms are driving extensive repeat mandates and helping penetrate historically underrepresented industry verticals. Continued focus on cross border opportunities.”
• “The business outlook remains very strong. While our firm recently went through a leadership change that made headlines, it hasn't created nervousness or concern internally. Ken and Navid have worked closely together for many years, and their shared commitment to the team and the firm’s health is clear. The transition felt authentic, and the energy around it remains positive. It continues to be a great time to be at Moelis.”

UPPERS

• “Smart, collaborative colleagues; entrepreneurial and meritocratic environment”
• “Great deal flow, early responsibility, opportunities to grow.”
• “Attractive compensation.”

DOWNERS

• “Long hours—work-life balance can be challenging.”
• “Demanding pace.”
• “Need more work perks.”