okay okay um so you went into m a is it is it common to see people that get hired and go directly into m a or is it more common to see people that first get into audit and then move to mna and our audits uh moving when audits move inside the big four are there on other departments where it's quite usual to see former auditors and go to yeah yeah so i was quite fortunate they the big four don't take on a lot of graduates in the m a team their m a team and the reason for that is the m a teams themselves are much smaller than the audit team and the tax team for example um so they take on very few graduates in the m a team so um i i was pretty fortunate to get the timing right in in that sense um and so a lot of people will start the big four in audit or or attach as mentioned or consulting um they take a few graduates on the consulting as well um and in terms of um how people end up in the m18 before yes a lot of people do transition from audit to uh the other departments uh m a being one of them um and then you also have people that come from boutique investment banks and then um other sort of uh they might compromise another advisory firm uh so yeah you get a variety of different individuals with different backgrounds in terms of where do people in the audit department uh generally move to uh i know a lot of them do want to work in consulting or do want to work in corporate finance m a uh but i think the department which is a very natural transition for people in audit is actually the due diligence team uh which is part which says within the corporate finance pocket so when corporate finance has a pocket you you have your m a team you've got due diligence then you've got something called um sort of transaction strategy or operational strategy uh and so or again these departments have different names and different big four firms but sometimes it's called or m a integration so these companies these departments help companies uh integrate a a business into their own business so they might give advice on again the the staff base the id infrastructure a wide variety of different things strategy product strategy it might be so uh you've got m a integration as well in this corporate finance market um sometimes you'll have re restructuring or insolvency and that might fall within this corporate finance bucket and then you'll generally then you'll finally have the valuation team so that i do financial modeling uh as a sort of primary primary uh role so those are the difference of teams within the corporate finance pocket um and the most natural transition for someone that's done afforded is actually the due diligence team um and that's because it it's it's probably one of the more technical elements of corporate finance um people have done audit uh have that technical background and have that technical foundation uh and they find it much uh easier to transition into that due diligence uh role uh which requires this technical sort of foundation uh in audit and in account in understanding accounting um so that's a very natural transition and a lot of people uh go from audit to due diligence um in terms of due diligence team i can't remember seeing uh many people that started off in due diligence a lot of people just transitioned from audit to uh due diligence after they've done their chartered accountancy qualifications so generally they wait three or four years and then they move across to um due diligence so uh yeah i think that's a very natural transition and then again after they do maybe two or three years in due diligence then they and they get an understanding of what's involved in the transaction then they move across to m a where they're directly advising clients on their m a strategy so yeah that i think that's that's the most popular route going from audit to to do diligence and then germany