Counter-offers on a small desk
On a desk of six, losing one trader is a material event, and everyone involved knows it. The head of desk knows what the book loses. The trader knows what their departure costs. That shared knowledge makes counter-offers on small desks more likely, more generous and more effective than anywhere else in the market, and any hire from a small desk should be planned on that assumption.
The mechanics favour the counter. A large firm counter-offers through a process: approvals, bands, HR. A small desk counter-offers in one conversation with the person who owns the P&L and can invent the package on the spot. It arrives within hours, it is specific, and it is delivered by someone the trader respects, in a room where the trader has had their best days. Against that, a new employer three weeks from start date is an abstraction.
The counter also has an emotional cargo that big-firm counters lack. On six people, leaving reads as leaving people rather than leaving an employer, and the conversation is allowed to say so. Candidates who were entirely sure on Tuesday describe feeling like defectors by Thursday.
What actually works against this is not speed at the end but honesty at the start. The money conversation, handled early and fully, removes the counter's easiest lever: a candidate whose number was met before offer has nothing outstanding for the old desk to top. The reasons for moving, tested early, remove the second lever: if someone is moving only for money, a counter solves their problem, and it is better to learn that in week one than in the notice period. The strongest question in the whole process is asked before any offer exists: if your current desk matches everything, what happens? Candidates answer that question honestly when it is hypothetical, and their answer tells you whether the search should continue.
And when the counter comes anyway, the person should already know it is coming, know it will be generous, and have decided in advance what it does not fix. A counter-offer surprises no one who was prepared for it. It only converts the ones who were not.
Case notes, desk-build maps and real moves across European power.
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Interview processes at trading firms are usually short and usually good. Traders interviewing traders ask sharp questions, decisions come quickly, and the candidate leaves with a clear picture of the book, the risk lines and the people.
A CV shows employers and dates. For a power trading hire, that is most of what it shows, and it is not the information the decision needs. Four things are worth establishing before an interview, not during one.
Senior power trading, quant and optimisation hires across European markets.

