u/Gabriele25

Im 165cm / 5'4'' and struggling to find proper business shirts that fit.

I’m fairly muscular in the shoulders/chest/biceps, but I have a small neck and short arms. I’ve been measured around 14 collar / 30 inch sleeve, which seems almost impossible to find off the rack in the UK.

I really like CT non-iron shirts because the fabric is thick, the collar looks good, and they don’t need much ironing. But 14.5 already feels too big in the neck, the sleeves are long, and the cuffs are too wide so they slide over my hand making me look like an oversized shirt on a child.

CT can shorten sleeves for around £15, but that still doesn’t fix the collar or cuff size.

Anyone here found good office shirts? Ideally proper cotton, REAL non-iron, not thin paper material, and under around £120. Or if it's worth to just get the CT shirts to a tailor? Seems a bit too much of a cheap shirt to spend £40 on a tailor adjustment... a basic £30 shirt would end up being a £80 shirt!

~3-4 years in corporate banking. Medium-term goal is relocating to Hong Kong or Singapore. Trying to figure out which of these two options gives me the best shot at getting there (either internally and externally) and which opens more doors longer term.

Got an offer from a top tier private credit platform in portfolio management. Role is mostly standard PM: monitoring post-origination, refinances, managing distressed names, preparing quarterly investor data, covenants, valuations, cap structure analysis, etc. We don't really do our own modelling given we don't underwrite, so it's mostly reusing origination models. Harder hours, less flexibility, in office most days, but very strong brand and platform vs my current place. They have a APAC presence so internal mobility to HK/SG is at least plausible, and the buy-side label should in theory open more options down the line (other funds, special sits, restructuring, etc).

My current (UK bank) is asking me to stay. Equal comp. Same team, same responsibilities: annual renewals, A LOT OF admin / dull work, etc, but you also get to do some nice new to bank transactions (mostly vanilla IG RCFs/TLs/trade) but also some interesting segments/geographies underserved by other banks which are non IG. Given I do the origination bits, I get good exposure to deal teams and to doing a whole memo/high level modelling, etc. That's probably 30% of the job though, the rest is much more admin/monitoring/renewal/policy adherence. WLB is amazing, almost no mandatory office policy. The bank has a strong APAC footprint and internal transfers happen, but nothing guaranteed and they tend to hire locals in HK/SG. Staying keeps me as more of a credit generalist, which might mean more flexibility in terms of future roles but doesn't really change my skillset.

So both are London seats, both have a route to Asia on paper, but they're very different paths:

• Fund route: stronger brand, more technical/specialist skillset (private credit PM), opens up buy-side options long term, but pigeonholes me a bit and not pure origination
• Bank route: keeps me as more of a generalist with some deal exposure, easier internal APAC route in theory given the franchise, broader optionality across bank seats, but the day-to-day doesn't really change and verbal promises about future moves can't really be relied on

Has anyone made a similar move and ended up in HK or SG? I would like know whether

• PC funds in London actually move people to APAC, or if it's better to just apply directly to their Asia offices when something opens and stay at my current place instead
• Whether a UK bank with strong Asia presence is actually a faster route to a transfer than people think - given their strong local presence, for more "generalist" roles like mine, they don't really need to hire from abroad especially at junior level
• Whether being labelled "private credit PM" vs "bank corporate credit" matters more for the APAC credit job market, and which opens more doors over a 3-5 year horizon

Hi all,

We are looking for advice on how to handle a complaint against a UK veterinary practice / vet group.

Species: Dog
Age: 1-2 years
Sex/Neuter status: not relevant
Breed: poodle crossbreed
Body weight: 5kg
History: Complex ulna fracture near the elbow / olecranon area, repaired surgically with plating. Post-operatively, she developed wound breakdown, infection concerns, implant exposure, and later required a second surgery with another specialist vet to remove the implants.
Clinical signs: Wound breakdown, bleeding / oozing, infection concerns, implant exposure, pain / distress, lameness episodes, and later a further fracture / non-union at the surgical site after implant removal.
Duration: c. 10 months now
Your general location: UK

Our dog had surgery to repair a complex ulna fracture close to the elbow joint. The surgery involved plates and screws. After surgery, she developed wound breakdown, infection concerns, and implant exposure. Eventually, she needed a second surgery with another specialist vet to remove the implants.

The key issues are:

1. Risk communication / consent We were not clearly told before surgery that wound breakdown, implant exposure, infection, or possible plate removal could happen. Later, the vet group said wound breakdown and infection are recognised risks of this type of orthopaedic procedure. However, when we asked the operating surgeon, we were told this specific complication had not happened in his experience and therefore had not been specifically highlighted to us.
2. Communication and access to the surgeon During the post-operative period, we repeatedly asked for clearer guidance and direct input from the operating surgeon. Communication was mostly through the local practice (surgeon never saw the dog in person post op), and we felt there were delays and no clear management plan while the wound was worsening.
3. Antibiotics and delayed culture testing Antibiotics were prescribed, but our dog did not improve. A culture was not taken until much later, after we sought outside advice and the RVC queried whether one had been done. The antibiotic was later shown to be ineffective. The vet group has acknowledged in writing that earlier bacteriology culture may have helped guide more targeted treatment and may have improved clinical decision-making earlier.
4. Independent specialist opinions We obtained two independent specialist opinions. Both raised concerns about the original plating (and whether double plating made sense), particularly plate positioning and screw fixation which caused wound breakdown and early removal. One of the specialists later performed the implant removal surgery. After plate removal, our dog developed a further fracture / non-union at the surgical site, which we understand may be linked to screw holes / structural weakness.
5. Costs and impact Our total costs have exceeded £10,000, including the original surgery, X-rays, medication, second surgery, specialist opinions, additional treatment, and travel to another vet further away. Our dog can walk, but her ability to run and jump normally has been affected, and we are still dealing with uncertainty about her long-term recovery.

The vet group has now offered a goodwill payment of around £1,000, but only if we sign a release note. The release note says the payment would be accepted in full and final satisfaction of all claims arising now or in the future from the treatment period, and it also includes confidentiality wording.

We are not comfortable signing this as drafted because we do not want to give up our right to pursue the wider complaint or future issues related to this case. Our complaint is not about money, but justice for how all of this was handled by this practice.

Our questions are:

1. Should we refuse to sign the release note as drafted and ask them to amend it so the payment is not full and final settlement?
2. Should we go to VCMS first to deal with the payment / waiver issue?
3. Should we also raise a concern with RCVS about consent, communication, clinical escalation, antibiotic management, and surgeon oversight?
4. Would accepting a goodwill payment, if not full and final, affect our ability to go to VCMS or RCVS later?
5. Has anyone been through VCMS or RCVS before, and how long did it take?
6. Is there anything else we should do before signing or refusing the release note?

We are trying to handle this properly and fairly. We are not looking for revenge and don't care about getting the money back (nor we expect it tbh)

I work in credit, but mostly from a lending / bank perspective, so curious how people on the investing side would think about this.

I had an interview for a credit research role and got asked: if you’re looking at a retailer, would you rather it own all its stores / real estate, or lease everything?

My instinct was that a mix is probably best. If I had to choose, I initially leaned towards owning the real estate, because there’s some asset backing and you could potentially do a sale and leaseback if liquidity becomes tight.

The interviewer pushed back and said he’d rather have a fully leased model, because it gives more flexibility to close bad stores and avoids tying up capital in property.

Is there actually a “right” answer here from a credit investing perspective, or is it more about adjusting the numbers properly, which is what I have also mentioned in the interview. It looks like the interviewer was 100% certain that a full lease business was the best option.

I'm currently an Associate in corporate banking in London at a large UK bank with a strong Asia footprint, with c.4 years’ experience.

I am expecting an offer from one of the top 3 private credit providers for a portfolio role. However, it would likely mean joining as an Analyst, so a title downgrade. My longer-term goal is to relocate to Singapore or Hong Kong in the next 2-3 years.

Would this move still make sense, or would it be better to stay in corporate banking where Asia mobility may be more straightforward?

Also curious:

• what type of comp range would typically make it worthwhile to move to private credit, given the likely increase in hours / intensity vs a UK bank?
• how valuable is the skillset really versus traditional bank credit / portfolio management?

I have a case study with Ares for a portfolio management role in direct lending.

They mentioned it will be a light touch model (1 hour) after which I'll need to describe some parts like capital structure.

There's also a 1 hour session afterwards in which I'll need to manage a large quantity of data on excel, organize it, and discuss it afterwards.

What should I prepare / expect ? I am comfortable with basic excel modelling (sensitivities, management models, etc) but not really with building a whole LBO (I could learn it, but not sure that's the ask, given it's a portfolio management role and it's only 1 hour).

I am also a bit worried about the data crunching - should I just expect some pivot tables?