Investment banking is experiencing a shift in operations. High turnover among junior bankers has reached crisis levels: around 85% of analysts leave investment banks within their first two years. Many analysts quit before completing their first year, and the financial impact is staggering. A 2025 FINRA study found that banks now spend around 150% of an analyst’s salary on recruitment and training, only to watch them exit for private equity or tech roles. JPMorgan estimated the high turnover crisis cost the firm over $500 million in 2024 alone.
The churn is being driven by brutal hours, burnout, and aggressive poaching by buy-side firms. Analysts often accept offers from private equity firms months into their roles, sometimes two years before the new job even starts. Some banks now require junior staff to attest every 90 days that they haven’t accepted another job or disclose outside offers on day one. Despite these loyalty measures, high turnover persists as analysts continue to leave within a year or two for external opportunities. This constant cycle of training and losing talent has forced firms to rethink their operating model, and many are now moving to M&A outsourcing services as a more sustainable solution.
Why M&A Outsourcing Services Provide Stability
In a world where junior talent cycles out quickly, M&A outsourcing services offer the consistency that internal teams can no longer provide. Rather than constantly rebuilding analyst benches and retraining staff to handle the high turnover reality, firms are moving to experienced external partners who deliver continuity and quality without the disruption.
Outsourcing to skilled professionals in lower-cost markets reduces operating expenses without compromising quality. The global finance and accounting outsourcing market was $54.79 billion in 2025, projected to reach $81.25 billion by 2030. This growth reflects how firms are responding to persistent high turnover by choosing external expertise over the endless cycle of recruitment and training.
M&A outsourcing services provide an elastic workforce that can scale up for deal surges and down during quiet periods, avoiding long-term headcount commitments. This flexibility is particularly valuable when internal analyst teams face constant disruption from departures. By delegating M&A Deal Preparation, senior bankers can focus on client relationships and strategic negotiation rather than managing the fallout from high turnover.
External partners bring advanced valuation skills, industry knowledge, and design talent that offset the experience gap created by high turnover. Teams located across time zones provide overnight turnarounds, accelerating deal cycles and reducing time to close. Professional document teams use advanced tools to deliver polished presentations that align with branding and regulatory requirements, maintaining consistency regardless of internal staffing changes.
M&A outsourcing services also help navigate complex regulatory tasks such as redaction, NDA reviews, and translation, leading to fewer errors and shorter deal timelines. When high turnover threatens deal momentum, outsourced teams provide the stability and expertise that keeps transactions moving forward.
The Strategic Shift Away from High Turnover Risk
Talent churn in investment banking isn’t going away soon. Banks are experimenting with loyalty attestations and job offer disclosures, but these measures haven’t solved the underlying problem. That’s why more firms are moving to M&A outsourcing services as a strategic response. Outsourcing isn’t about replacing bankers; it’s about removing the vulnerability that comes from relying on analysts who will likely leave within two years.
If your firm is facing the cost and disruption of high turnover, M&A outsourcing services offer a proven alternative. At InfoGate Financial, we provide investment banks with consistent, expert support that delivers quality work deal after deal, without the constant cycle of recruitment, training, and departure that drains resources and slows transactions.