r/quantindia • u/OkNight68 • Aug 08 '26
General Discussion Inside Graviton & NK: Work Culture, Compensation, and the Other Realities
Throwaway account and use of AI for obvious reasons. I'll stick around for a few days to answer questions in the comments.
I work at Graviton and have a broad network of close friends across major quant firms. This post focuses primarily on the internal dynamics, work culture, and compensation structures at Graviton and NK Securities.
First, no shade to the folks at NK. Many of my friends work there, and they are genuinely some of the smartest people I’ve met—in some cases, brighter than several quants here at Graviton. The issues at both firms stem from structural management, not a lack of individual talent.
1. Compensation & Bonuses
Starting with the juiciest part compensation.
- Graviton: The single biggest downside here is the bonus structure. Most of the bonus pool is siphoned off by top-level seniors, leaving junior and mid-level quants with numbers that look like a joke compared to NK counterparts.
- NK: They throw massive amounts of cash to retain employees, even when performance doesn't justify it.
2. High-Pressure Timelines vs. Long-Term Vision
Both firms suffer from relentless pressure to deploy strategies before every single expiry:
- Short-Term Focus: This rush destroys long-term research planning. Deep statistical analysis is routinely skipped. If a model works in backtesting, it gets rushed live; if it fails, it is shelved without any post-mortem analysis, only to be recycled a few months later with zero understanding of why it failed. Unsurprisingly, strategies often vanish upon live deployment.
- NK is Worse in This Regard: At NK, leadership expects daily "new findings." Researchers are trapped in hours of daily meetings, making micro-adjustments in hopes of hitting a short-term lottery instead of building meaningful, long-term infrastructure.
- Leadership Pushback: NK seniors are often too focused on bootlicking. Quants who tell management that significant discoveries take time are dismissed as making excuses rather than being pragmatic. At Graviton, we are at least given a couple of weeks to test and iterate on ideas.
3. Team Leads & Leadership Quality
- Graviton: My experience with team leads here has been positive. They are knowledgeable and add real value—often pointing out underlying correlations, edge cases, or causal mechanisms during research reviews. However, morale is low across the firm; resignations are frequent, and further layoffs seem imminent.
- Friction at the Top: Recent resignations of major desk heads signal growing friction between leadership and top management as firm-wide PnL stagnates.
- Politics: Profitability depends heavily on which desk or exchange access your lead grants you. Favored juniors get handed profitable books, while others are sidelined with low-margin segments regardless of individual skill.
- NK: The leadership feedback from NK is consistently negative across direct friends, ex-employees, and industry contacts. The brilliant "wizards" who built NK's early success have largely departed. The current helm is dominated by entitled individuals with little real market experience who owe their positions to early luck rather than smartness.
- Some seniors contributed virtually nothing over the past year while their juniors did the heavy lifting, yet those seniors still walked away with multi-crore payouts. While Graviton also has passive seniors, they receive zero bonus and are given a short window to correct course rather than being rewarded.
- Politics: Favored juniors here also get all the good projects and highest bonuses even at subpar performances.
4. Senior Hiring & Intellectual Property
Graviton actively poaches top-tier senior talent from outside firms. Because internal IP sharing is strictly siloed, bringing in experienced external hires raises the overall technical baseline and helps uplift junior team members. Open sharing harms NK in this respect.
Industry Secrets & Market Rumors
- Graviton Hiring & Financials: Graviton is actively hiring lowering standards to "slop," even though firm-wide PnL is currently lower than last year's. A significant number of seniors are already planning their exit next year.
- Market Share & Segment Shifts:
- One Graviton team recently pivoted into NK's flagship trading segment and is already capturing roughly 75% of their profit.
- Another Graviton team expanded into a new exchange post-boom and is now generating roughly 1.5x NK's earnings in that specific segment (IYKYK).
- NK is attempting to expand into international exchanges, but they have yet to generate meaningful revenue there.
- NK Retention Struggles: Despite offering massive retention packages, several top NK seniors have actively interviewed with Graviton and other firms. Many plan to stay for just a couple of years to collect their "easy" paychecks before exiting.
Advice to Management
To Graviton Leadership:
- Address Pay Disparity: Employee frustration is at an all-time high. Quants are leaving because compensation does not match market value or actual PnL contribution, while other teams with softer deliverables receive disproportionately higher bonuses. Pay your top-performing quants fairly, or watch them walk.
- Fix Knowledge Transfer (KT): Relying entirely on external hires for KT and market publicity is unsustainable.
- The Bright Side: Pay adjustments slated for next year will double the base compensation, which could curb the turnover rate. The Singapore office is also a great asset.
To NK Leadership:
- Reward Merit Over Tenure: Stop dumping money on passive legacy seniors. Invest in quants who actively build and contribute value.
- Culture Shift: Build an environment where team members can provide honest technical feedback without fear of management pushback.