Executive Summary
Scott Galloway’s reflections on his early years in investment banking reveal the harsh reality behind prestige. Although he hated the work—finding it soul-crushing, misaligned with his personality, and poorly suited to his skills—Galloway credits that experience, especially at Morgan Stanley, with the training in discipline, attention to detail, and tolerance for high-pressure environments. His story underscores a broader career strategy: start in rigorous roles even if they feel forced, experiment widely, and use early misfires as the foundation for later growth.
Analysis
Scott Galloway’s candid admission that he “hated investment banking” and was “no good at it” is more than a personal anecdote—it illustrates a distinct learning curve that early-career professionals in finance and corporate sectors often mirror. Though he resents much of the culture—long hours, corporate rigidity, inflated expectations—he argues that working through it equipped him with foundational skills that later became assets in consulting, entrepreneurship, and academia.
From a strategic perspective, Galloway’s path suggests several implications: First, prestige and compensation—as in investment banking—may obscure whether the role aligns with one’s strengths, personality, or long-term purpose. Second, the early discomfort in misfit roles can yield transferable capabilities (e.g., precision, professional stamina, navigating large organizations) that are rare in low-friction environments. Third, the notion of “workshopping” careers—sampling different functions, industries, and roles—is essential, particularly for people in their 20s and early 30s.
This model raises important questions for management: Should firms re-examine the onboarding process or mentorship in intensive pipelines to better surface mismatch early? Could organizations benefit from offering rotational roles that allow exploration without strong penalties? And at a macro level: how do these insights inform debates about work culture, mental health, and retention, especially in areas perceived as high-status but high-stress like investment banking?
Supporting Evidence
– Scott Galloway spent two years in investment banking at Morgan Stanley and describes being “terrible at it,” frequently hated the work, and felt mutual dislike with the culture and his colleagues. [2] [7]
– While at Morgan Stanley, he described intense disillusionment: hating the food, the office, the environment, and the markets, feeling deeply insecure, and constantly comparing himself unfavorably to senior colleagues. [2] [7]
– Despite the aversion, Galloway credits this period as “fantastic training,” emphasizing what he gained: attention to detail (proofing prospectuses under pressure), early-morning discipline, coping with large-organization constraints, and managing interpersonal dynamics. [2] [5] [6]
– He offers guidance to young people: explore different roles, be honest about your strengths and feelings (“I was not good”), forgive yourself for missteps, and keep collecting skills and feedback as you workshop your career. [5] [6]
– Galloway’s later transition away from banking into consulting, strategy, entrepreneurship, and academia hinges on this foundation: he used early “failed” experiences to refine where he could become competent or even great. [5] [7]
– His observations on investment banking’s culture: highly pressurized, often boring in content, fraught with performance risk, and emotionally taxing—elements that are common in high-finance but frequently glossed over. [6] [7]
Sources
- [1] fortune.com (Fortune) — October 7, 2025
- [2] podscripts.co (Prof G Pod Transcript) — recent
- [3] louisvelazquez.com (Louis Velazquez) — recent
- [4] www.thestreet.com (TheStreet) — recent
- [5] www.iheart.com (On Purpose Podcast / iHeart) — recent
- [6] rationalreminder.ca (Rational Reminder Podcast) — recent
- [7] www.jordanharbinger.com (Jordan Harbinger Show) — recent