Managing Partner – Value Creation — Virtual-Care Division

The mandate

An advisory partnership is seeking a leader for its value-creation practice to support a high-stakes virtual-care integration. The acquired platform brings valuable payer relationships and technology, while the original division contributes clinical operations and recognised programmes. Early plans count overlapping synergies and assume rapid patient migration. A Managing Partner must reset the case without losing transaction momentum.

The perimeter involves approximately 1,350 employees and material partners across investment, clinical operations, technology, finance, people, commercial and transformation teams. The Managing Partner reports to the Global Managing Partner and regional partner council, owning the value-creation proposition, senior client relationship, engagement economics, delivery quality and partner bench.

The first intervention is an independent baseline. Revenue, active users, clinician capacity, platform cost, customer support and corporate overhead are defined differently across the two businesses. The leader will reconcile these measures and establish which benefits depend on migration, contract consent, workforce change or technical release. No saving may appear twice in separate workstreams.

Value creation will be organised around patient and payer journeys. Consolidating platforms may lower technology cost but disrupt identity, consent, triage or continuity. The practice will connect economic outcomes to safe migration, adoption and service performance. Benefits that require reduced clinical coverage must state how demand, acuity and escalation will remain manageable.

Commercial synergy needs account-level evidence. Payers may not accept a new platform or expanded programme without procurement, security and clinical review. Pipeline labels will not count as value. The Managing Partner will require named decision-makers, contract route, probability, capacity and expected contribution, then distinguish cross-sell from ordinary renewal.

Cost work will focus on structural duplication while protecting scarce capability. Engineering teams may appear overlapping but own different architectures; clinical operations may use separate protocols for valid population reasons. The leader will test work, dependencies and future design before recommending removal. Temporary integration roles need explicit expiry and knowledge-transfer outcomes.

Technology integration must expose trade-offs. A single platform can simplify experience and data, yet a rushed migration can create outage, consent or clinical-record risk. The value plan will fund interoperability, testing and decommissioning honestly. Capitalised development, vendor exit and parallel-run cost should not disappear from the transformation baseline.

Workforce actions require humane execution and economic integrity. Consultation, retention and redeployment take time. Savings enter the realised case only when roles, vacancy backfill and premium cover are resolved. The practice will track regretted loss in critical functions and the ability of the new organisation to operate after advisers leave.

The Managing Partner must arbitrate between sponsors and management without becoming either party's advocate. Investors need pace and evidence; executives need ownership and a deliverable plan. Governance will identify decision rights, benefit owners and escalation. Advisers should make the problem visible, recommend a path and transfer control rather than build a permanent parallel office.

Outcome assurance will be independent of workstream self-report. Samples of migrated patients, payer adoption, technology performance and realised cost will support claims. A monthly green status cannot outweigh operational evidence. The leader will commission targeted deep dives when measures improve implausibly or dependencies remain unresolved.

The practice itself needs renewal. The departing leader owns several sponsor relationships and a distinctive intervention style. The successor will document core methods, develop partners capable of board challenge and share client ownership. Value creation cannot remain a branded vehicle for one person.

The wider regional proposition will address virtual-care realities rather than import industrial transformation language. Adoption, clinical workforce, utilisation, regulatory scope, payer acceptance and digital accessibility are fundamental value drivers. The Managing Partner will build specialists and benchmarks with clear data permissions and relevant context.

Engagement economics must support senior involvement at critical decisions. Underpricing diagnostics and recovering margin through junior staffing damages both client and outcome. Proposals will state the executive capacity, specialist work and assurance needed. Scope changes require explicit agreement before work is performed.

What you will own

• Virtual-care value-creation thesis and intervention method.
• Integration baseline, benefits and independent assurance.
• Sponsor, board and management relationships.
• Platform, patient, payer and workforce value trade-offs.
• Engagement acceptance, economics and delivery risk.
• Partner bench, account transition and knowledge transfer.
• Regional proposition and evidence assets.
• Practice contribution and reputation.

The first 12 months

In the first 30 days, reconstruct the integration baseline, challenge duplicated or unsupported benefits and identify any value action that could compromise clinical continuity. Agree a revised decision calendar.

By month five, establish account-level commercial evidence, complete the platform trade-off and transfer workstream ownership to named executives. Launch independent outcome sampling.

At twelve months, verify at least AUD 90 million of annualised value with no duplicate claim, achieve 90% safe migration of in-scope active pathways and maintain priority payer contracts through integration. At least three partners should independently lead major value-creation clients, with 80% of incumbent relationships under shared ownership before transition.

What the council will test

• Baselines reconciled before benefits are approved.
• Patient continuity included in technology economics.
• Commercial synergy supported by payer decisions.
• Workforce savings net of retention and premium cover.
• Advisers transferring control to accountable management.
• Client relationships surviving leadership replacement.

The person

You bring 28+ years in value creation, private equity, healthcare transformation or senior advisory leadership. Your record includes a post-acquisition integration where technology, clinical delivery and commercial adoption determined the outcome. You have led partners and faced investment committees with evidence that challenged the original case.

Australian healthcare and virtual-care exposure are valuable, alongside regional sponsor relationships. Candidates must show how value was verified after implementation and how management ownership survived adviser exit. The role is hybrid in Sydney with extensive client presence.

Compensation and terms

Base compensation is AUD 620,000–850,000 plus annual incentive and long-term participation linked to verified value, continuity, client outcomes, partner succession and practice contribution. This urgent replacement is a hybrid Sydney advisory appointment reporting to the Global Managing Partner and regional partner council. A disciplined handover will protect live engagements.

Confidentiality

The partnership, sponsors, portfolio company, patients, payers, platforms, integration plans and financial case are confidential. Further disclosure follows conflicts and signed confidentiality. Candidates must not approach possible advisers, investors or virtual-care providers to determine the mandate parties.