Partner – Executive Advisory — Logistics Marketplace

The mandate

When logistics marketplaces combine, integration plans usually resolve brands, platforms and cost before they resolve authority. Founders retain informal influence, functional executives receive overlapping mandates, and country leaders are asked to deliver synergies while unsure which decisions remain theirs. The resulting hesitation is costly: carrier policies diverge, key customers receive competing messages and talented leaders wait for private signals. This advisory firm is building a Partner role focused on the executive system behind post-merger integration.

The partner will work with chairs, CEOs, nomination committees and executive teams on governance, leadership assessment, decision rights and transition conduct. The wider practice perimeter is approximately 925 employees and partners across organisation, strategy, transactions and operations. This role will not substitute workshops for hard choices or drift into confidential search without proper separation. Its value lies in creating conditions for accountable decisions and helping leaders act on evidence humanely.

Assignments may begin before signing and continue through the first operating year. The adviser must distinguish issues that require structural resolution from tension that any merger naturally creates. They should be able to tell a board when co-leadership is unworkable, when a founder relationship can be productively bounded and when premature executive selection would damage the deal.

Why this seat is open

The regional partnership approved a planned new seat after several integration clients requested senior leadership counsel that neither transaction teams nor conventional assessment services fully provided. Demand is visible but the firm will grow the offering only around a credible partner. The appointee will design safeguards and methods before scaling revenue.

What you will own

• Advise boards on post-close governance, reserved matters, executive authority and the transition from deal steering to operating leadership.
• Design fair, role-specific executive assessment that combines future strategy, observed evidence and reference data.
• Facilitate difficult founder, CEO and investor decisions without becoming the channel for undisclosed political agreements.
• Translate the integration thesis into a small set of leadership outcomes and decision rights that operating teams can use.
• Support communication of appointments, departures and interim arrangements with respect, legal discipline and operational clarity.
• Establish information barriers between executive advisory, search, due diligence and other services where consent or independence requires them.
• Coach appointed leaders through the first critical decisions while preventing dependency on the adviser.
• Develop principals and directors able to manage sensitive board work and challenge partners on evidence and ethics.

The first 12 months

In the first quarter, define the offering, acceptance criteria and confidentiality protocols with legal and risk. Review current integration work to identify leadership issues, but do not convert live client relationships into advisory scope without informed agreement. Lead one diagnostic with a board sponsor and produce a decision-rights and executive-risk map tied to actual synergy and customer milestones.

By month six, complete one executive selection process and one governance reset, with clear documentation of evidence, recusal and board ownership. Train a small team in structured interviewing, decision architecture and sensitive data handling. Build referral relationships across transactions and operations without rewarding inappropriate cross-selling.

At 12 months, at least four major assignments should have produced implemented board decisions, and client feedback should confirm greater decision speed and role clarity after six months. Every case should pass confidentiality and conflict review, with no material data-handling breach. Two non-partner leaders should be capable of running workstreams, and advisory revenue should meet agreed contribution without dependence on generic assessment volume.

What the board will measure

• Consequential client decisions made and sustained, not the number of workshops or assessment reports.
• Fairness, evidence and governance in executive appointment and departure processes.
• Measurable improvement in decision clarity at merged organisations.
• Independence across advisory, transaction and talent-related services.
• Commercial quality, collections and responsible acceptance of sensitive engagements.
• Growth of trusted advisers beneath partner level.

The person

You have 22–28 years in board advisory, organisation leadership, post-merger integration or senior operating roles. You have advised or served chairs and CEOs when roles, power and livelihoods were genuinely contested. Experience in logistics, marketplaces or technology-enabled networks is needed because leadership choices must connect to carrier, customer and platform realities.

You should have influenced executive systems within organisations of at least 650 people and commercial or operating scope above ₹2,500 crore. If your background is consulting, you bring personal origination and case leadership; if operating, you bring demonstrated advisory judgement across more than your former employer. References must speak to discretion, independence and your willingness to surface a conclusion clients initially resisted.

This advisory role is hybrid in Bengaluru with frequent board and client travel. It reports to the Global Managing Partner and regional partner council.

Compensation and terms

Fixed compensation is expected at ₹2.2–3.0 crore plus performance variable, calibrated to proven advisory business and partnership level. Reward will consider implemented client outcomes, independence, revenue quality and talent growth. This is a hybrid Bengaluru advisory appointment reporting through global and regional partner governance. Notice, client conflicts and restrictions will be reviewed before any commitment.

Confidentiality

The firm, merger situations, boards and individuals are unnamed and must remain so. Case information becomes available only after a strict conflict review, reciprocal interest and written confidentiality. The composite facts are unsuitable for reverse identification; candidates should not seek confirmation from investors, search firms or logistics executives.