February 20, 2026
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Equity Quantitative Research (EQR) operates on a central idea: if you can understand what is happening in the real world and model it accurately, you can make better investment decisions. The team studies how companies evolve, how markets respond and how those dynamics show up in data. From there, they build models, source liquidity and deploy systematic strategies at scale.
Perry Vais, Head of Equity Quantitative Research, describes the systematic investing strategy as a continuous cycle of observation, modeling and action. “Something happens in the world,” he said. “That creates a data trail somewhere. If you can observe that data and understand what caused it, you can start to understand where the real opportunities are.”
EQR brings together quantitative research, large-scale systems and commercial execution, so ideas move quickly from concept to market. The work spans forecasting, portfolio construction and execution, all tightly integrated to capitalize on market opportunities.
Grow Faster Through Real Responsibility
EQR thrives with people who want to grow by taking on meaningful responsibility early. Career progression is driven by capability and impact, not tenure or predefined paths.
“There is nowhere I know of that invests so much in their people and gives them so much freedom and accountability,” Perry said. “My own career arc is a story of that.” In 2019, he joined Citadel as Head of Quantitative Research for the Global Treasury Office. Leaders at the firm quickly recognized his potential and transferable skills, enabling him to step into a new role: running EQR. Their willingness to bet on potential rather than past titles allowed him to grow into new challenges, shaping the business he leads today.
With a similar mindset, Perry entrusts his team members with real problems from the start. As they demonstrate judgment and ownership, their scope expands. Many have gone from contributing to individual projects to building and leading entire strategies.
Work Where Ideas Meet the Market
For Perry, finance combines two things he has always valued: building systems and seeing them tested in the real world.
“There’s no other place where you can have an idea, build it and see it hit the market in a day or two,” he said. “You get feedback quickly. You learn what works, what doesn’t, and you refine.”
Markets evolve constantly. New technologies, economic shifts and global events reshape the landscape every day. That pace fosters an environment for continuous learning and immediate relevance.
Solve Hard Problems as One Team
EQR operates as a fully integrated team. Quantitative researchers and quantitative developers work side by side, often literally sitting next to one another, solving problems together.
“A formula on a whiteboard doesn’t make money,” Perry said. “And a system without a good model of the world just generates noise. It’s the intersection of those two things that matters.”
For every strategy, there is a research lead, an engineering lead and a commercial lead working in lockstep. Teams are small, focused and empowered to make decisions. The emphasis is on clarity of ownership and speed of learning rather than heavy emphasis on process.
See Your Work Take Shape in Real Time
One of the most rewarding aspects of working in EQR is the feedback loop. Models are tested daily against live markets. Teams see the results of their decisions quickly and adjust in response.
“The world is changing every day,” Perry said. “Our models are changing every day. There’s always a new puzzle to solve.”
Constant evolution keeps the work intellectually demanding and deeply engaging. When a team identifies an opportunity, builds the right model and sees it perform in the market, the impact is tangible.
Teams Built Around Potential, Not Titles
Rather than hiring narrowly for fixed roles, EQR builds teams around people’s strengths and potential.
“I’m always hiring for slope, not intercept,” Perry said. “What matters is where you can go, not just what you’ve done before.”
Teams form and expand to pursue opportunities as they emerge. People step into roles they may not have held before, with coaching and guidance as they grow into greater responsibility.
Backed by Resources That Let You Go Deep
Perry views EQR, and Citadel more broadly, as a talent-driven organization. “Ultimately, it’s a talent business,” he said. “If you believe talent is the essence of your business, you have to invest in it.”
That investment includes access to proprietary data, significant compute and infrastructure built to support rapid experimentation.
Supported by Platform, Data and Mentorship
Close mentorship and leadership engagement help teams succeed. In addition, team members can draw on expertise from across the firm when needed, gaining access to a wide range of perspectives and experiences.
Perry sees his role as creating the conditions for success, removing barriers, refining focus and helping teams sharpen their thinking and execution.
EQR looks for people with strong intellectual horsepower, intrinsic motivation and a desire to build. Collaboration is essential.
“These are big, complex problems,” Perry said. “You need people who can work together, bring different perspectives and row in the same direction.”
Curiosity and a willingness to take thoughtful risks matter just as much as technical skill. Growth comes from taking ownership, learning from feedback and iterating quickly.
EQR is still early in its journey. The strategy has grown quickly, and the scope of opportunity continues to expand.
“We’ve just gotten started,” Perry said. “The number of ideas in front of us, the problems we haven’t even touched yet, is enormous.”
Growth creates new challenges and new leadership opportunities. It allows the team to attract world-class talent and gives people room to continue learning and stretching.
“If you want to work on problems that don’t exist yet,” Perry said, “this is the kind of environment where that’s possible.”
As EQR evolves, its focus remains constant: invest in people, solve the hardest problems and build something durable by combining insight, technology and execution.
