Partner – Organisation and Talent — Water And Utilities Business

The mandate

The chair and executive committee are aligned that the immediate priority is client demand for organisation advice tied directly to strategic delivery within a institutionally backed infrastructure developer and asset operator. The immediate arena is the water and utilities business during a project-delivery recovery. For mandate 339, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Partner – Organisation and Talent operating perimeter covers approximately S$21,850 million in project and operating-asset portfolio, with activity spanning several water and utilities business customer, product and delivery clusters rather than a single asset. The Partner – Organisation and Talent Infrastructure remit carries direct influence over roughly 1,050 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Partner – Organisation and Talent who can convert ambiguity into a short list of explicit choices for the water and utilities business. The Partner – Organisation and Talent Infrastructure seat must resolve a project-delivery recovery, while preserving the underlying strengths of the water and utilities business. For mandate 339, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Partner – Organisation and Talent’s first year on the water and utilities business is expected to end with trusted counsel, senior-team effectiveness and repeatable intellectual property. In mandate 339, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the Partner – Organisation and Talent — Water And Utilities Business seat. The incumbent continues to lead the water and utilities business through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a project-delivery recovery is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the Partner – Organisation and Talent value-creation thesis for the water and utilities business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately S$21,850 million in project and operating-asset portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Partner – Organisation and Talent Infrastructure organisation of about 1,050 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the water and utilities business economics and execution constraints created by a project-delivery recovery, with Partner – Organisation and Talent-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Partner – Organisation and Talent operating review across commercial, customer, financial, people, technology and risk outcomes for the water and utilities business; remove reconciliations that obscure accountability.
• Show repeated senior-client origination plus responsibility for developing principals and future partners in mandate 339.
• Build the Partner – Organisation and Talent’s three-year succession and capability plan for the water and utilities business, reducing dependence on individual executives and improving mobility across the wider Infrastructure organisation.

The first 12 months

• Days 1–90: Validate the water and utilities business baseline, meet the 30 stakeholders most consequential to client demand for organisation advice tied directly to strategic delivery, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Partner – Organisation and Talent portfolio and organisation choices for the water and utilities business, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable water and utilities business trend against trusted counsel, senior-team effectiveness and repeatable intellectual property, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Partner – Organisation and Talent’s agreed first-year water and utilities business value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Partner – Organisation and Talent forecast that remains decision-useful across three consecutive quarters and reconciles the water and utilities business’s operating, cash, customer and people assumptions.
• Closure of the Partner – Organisation and Talent mandate’s highest-priority water and utilities business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical water and utilities business talent and ready-now successors for at least 70% of the Partner – Organisation and Talent’s direct reports.
• A quantified Partner – Organisation and Talent-owned improvement in the water and utilities business operating constraint behind a project-delivery recovery, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 339: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Partner, Organisation Practice Leader or senior talent adviser in a institutionally backed Infrastructure or adjacent enterprise. In relation to the water and utilities business, your Partner – Organisation and Talent track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from infrastructure, construction, utilities, transport assets or project finance will be considered where the operating model, customer stakes and governance intensity match this Partner – Organisation and Talent brief.

As a Partner – Organisation and Talent candidate, you bring 22–28 years of progressive Infrastructure or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of S$12,650 million and led an organisation of at least 725 people. Advisory seats require equivalent water and utilities business client-value ownership and multi-disciplinary leadership.

For mandate 339, the board wants two transitions: a difficult water and utilities business portfolio choice and a leadership-system change during a project-delivery recovery. As the prospective Partner – Organisation and Talent for this water and utilities business, you must challenge optimistic cases and still create followership. References for mandate 339 must distinguish your contribution from the institution around you.

The Partner – Organisation and Talent must be based in Singapore; international relocation is supported, but this Infrastructure role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Partner, Organisation Practice Leader or senior talent adviser, with direct exposure to a board, investment committee or equivalent Infrastructure governance forum.
• Proven Partner – Organisation and Talent ownership of at least S$12,650 million and leadership of no fewer than 725 employees in a comparable water and utilities business context.
• One completed Infrastructure or adjacent-sector example of client demand for organisation advice tied directly to strategic delivery with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from infrastructure, construction, utilities, transport assets or project finance; experience that is purely functional and lacks Partner – Organisation and Talent-level water and utilities business consequences will not meet the bar.
• Willingness to meet the Singapore location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 339.

Compensation and terms

The anticipated Partner – Organisation and Talent package is S$360,000–480,000 base + annual incentive, calibrated to the final water and utilities business scope and the candidate’s current mix. Any long-term participation for mandate 339 follows standard vesting and performance conditions. The Partner – Organisation and Talent appointment in Singapore, centred on the water and utilities business, offers regular exposure to the group board and the relevant risk and people committees. A structured client and conflict transition of up to 6 months can be accommodated for mandate 339.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 339. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 339.