From Investment Banking to Big Tech: Balancing Lifestyle, Community & Career Growth

The narrative of Dana Schoolsky, 24, who left investment banking in July 2025 to join TikTok in monetization strategy, is illustrative of a growing trend where professionals prioritize balance and well-being over the prestige and financial rewards traditionally associated with banking. In IB, Schoolsky’s daily routines were marked by relentless urgency—she typically started her day early, worked 12- to 15-hour workdays with unpredictable nights, experienced constant monitoring by superiors, and saw personal time squeezed. [1] In contrast, the structure at TikTok—roughly 9 a.m.–6 p.m. workdays, hybrid flexibility, and more trust from leadership—enabled greater mental recovery and improved lifestyle. [1]

However, the trade-off is a loss in natural social cohesion. In IB, intense shared experiences—late nights, deadlines, informal mentorships—forge tight bonds within cohorts. At TikTok, Schoolsky reports work that is more independent, with less structure for spontaneous interactions or forging friendships. She needed to take initiative—e.g. attending off-sites and introducing herself—to build community. [1]

These experiences align with broader data: junior bankers commonly report 80-100 hour weeks, burnout, lack of control over schedules, and strained personal relationships. [3][5] Ex-bankers commonly cite creative freedom, lower stress, and greater personal support in their Big Tech or startup roles as the primary reasons for leaving. [2][6] Yet, the skills developed in IB—technical rigor, handling high stakes, fast learning—are cited by both sides as positives but come with hidden costs. [1][3]

Strategic implications for both professionals and firms emerge. For individuals, weighing long-term career fulfillment involves more than compensation—it requires evaluating work environment, support structures, and personal values. For firms in banking, this trend signals a need to revisit onboarding, mentorship, expectations of availability, and cultural norms to retain junior talent. Big Tech may need to design more structured social and developmental systems to integrate those coming from high-coalition coworkers environments. Open questions include: how durable are these wellness gains? Do friendships and networks built in tech compensate over the long term? And how does this affect compensation benchmarks and talent flows between sectors?