Senior Partner – Capital and Deals — Commercial-Vehicle Platform

The mandate

Investors and commercial-vehicle groups across the region are considering software acquisitions, fleet-service platforms, carve-outs and capital partnerships. General transaction teams can value current earnings, but often fail to price embedded software rights, connected-fleet support, homologation and long-lived vehicle obligations. Client demand has emerged faster than the advisory firm’s hiring plan. A new Senior Partner must build capital counsel that understands what transfers with a commercial-vehicle business and what remains behind.

The role will lead advice affecting approximately SEK 9,250 million in client revenue and programme activity and around 650 client employees and material partners. Accountability covers sector origination, investment thesis, commercial and operational diligence, carve-out, synergy, valuation challenge, negotiation support and value realisation. Legal and regulated advisers retain their formal opinions; clients approve all capital. The Senior Partner owns integrated evidence, multidisciplinary quality and independent challenge.

Software-defined vehicles complicate asset boundaries. Source code may be licensed across product lines, cloud infrastructure may support several fleets, and diagnostic tools can depend on data or signing services held by the seller. Customer contracts may include uptime, security updates or future functions that outlast the forecast period. The team will trace rights, people, platforms and continuing cost rather than assuming that named intellectual property is operationally separable.

Commercial-vehicle economics also depend on duty cycle and installed-fleet support. A fleet platform with high recurring revenue may require expensive field integration and response; a component business may hold attractive replacement demand alongside product liability. Diligence will reconcile contracted revenue, active vehicles, adoption, service capacity, warranty cohorts and renewal behaviour. Headline multiples will be challenged where revenue quality or support provisions are weak.

Why this seat is open

The requirement was not in the annual plan. Several live client situations created an urgent, unplanned need for one senior sector owner. Interim partners protect confidentiality and proposal decisions but cannot build the practice while executing deals. Appointment is targeted within four to six weeks after conflicts and reference diligence.

What you will own

• Originate capital and deal work grounded in commercial-vehicle and software economics.
• Lead integrated commercial, operational, technology and separation diligence.
• Map rights, liabilities, people and support obligations through transaction perimeters.
• Challenge synergy, recurring-revenue and lifecycle assumptions.
• Govern information barriers, expert use, quality, conflicts and case economics.
• Develop deal directors who can lead sector work independently.

Pursuit selection will begin with the decision the client needs to make. The partner will avoid broad confirmatory diligence where access or timetable prevents a responsible conclusion. Each proposal will name the key value questions, red flags, evidence sources and limitations. Commercial pressure to soften findings will be escalated to engagement governance rather than negotiated through ambiguous drafting.

For carve-outs, day-one operation will be tested across software build, cyber response, customer support, billing, supplier access and vehicle incident handling. Transitional services require volumes, service levels, pricing, information controls and exit capability. The team will identify stranded cost on both sides and show when a supposedly clean separation depends on continued collaboration.

The Senior Partner will connect deal work to post-close value. Original assumptions, protections and unresolved risks will become a management agenda. At six and twelve months, selected cases will be reviewed against actual adoption, cost, support burden and integration. Lessons will change future diligence, not remain private knowledge of the original team.

The first 12 months

In the first 60 days, the partner will review live opportunities, confirm conflict capacity and create a sector diligence framework around five recurrent value risks. By day 90, the council will receive a client plan, specialist bench and quality gates for urgent cases.

By month eight, at least two material transactions should reach decision with integrated software and lifecycle evidence, one involving separation and one growth capital or acquisition. Three priority clients outside inherited relationships should recognise the partner as a sector adviser.

At year-end, every closed case should reconcile material findings to price, protection, plan or explicit client acceptance. Collected contribution must meet approved economics, significant post-signing diligence surprises should be zero, and two directors should lead major workstreams without routine partner substitution. Client reviews should confirm that advice changed capital choice rather than merely supported process.

What the partner council will measure

• Sector evidence materially influencing value and transaction structure.
• Software and fleet obligations visible before signing.
• Independent judgement under compressed deal timetables.
• Profitable, conflict-safe client development.
• Strong directors and a durable specialist network.

The person

You are a Senior Partner, deals leader or transaction executive with 22–28 years in automotive, commercial vehicles, technology or industrial services. You have governed at least SEK 5,350 million and 450 employees, or equivalent transaction client-value ownership. Evidence must include a software-related diligence, a complex carve-out and a finding that changed price or structure despite deal momentum.

This hybrid Gothenburg appointment requires frequent client, counterparty and regional travel. You can lead bankers, engineers, accountants and operators without blurring their professional responsibilities.

Compensation and terms

Base salary is SEK 2.8–3.8 million plus annual incentive. Measures include client impact, collected contribution, transaction quality, independence, talent and repeat trust. Final terms reflect experience; notice up to six months can be considered.

Confidentiality

The advisory firm, clients, targets, investors and transaction evidence remain confidential. Controlled information follows qualification, conflict clearance and an undertaking. Gothenburg and the approximate perimeter are non-identifying.