Partner – Organisation and Talent — Industrial-Equipment 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 multi-site industrial manufacturing group. The immediate arena is the industrial-equipment business during a plant-productivity gap. For mandate 489, 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 £8,900 million in manufacturing and commercial portfolio, with activity spanning several industrial-equipment business customer, product and delivery clusters rather than a single asset. The Partner – Organisation and Talent Manufacturing remit carries direct influence over roughly 1,950 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 industrial-equipment business. The Partner – Organisation and Talent Manufacturing seat must resolve a plant-productivity gap, while preserving the underlying strengths of the industrial-equipment business. For mandate 489, 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 industrial-equipment business is expected to end with trusted counsel, senior-team effectiveness and repeatable intellectual property. In mandate 489, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Partner – Organisation and Talent — Industrial-Equipment Business seat following an accelerated leadership transition. Interim accountability is in place for the industrial-equipment business, but the board wants a permanent appointment within 6–8 weeks because a plant-productivity gap cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Partner – Organisation and Talent value-creation thesis for the industrial-equipment business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately £8,900 million in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Partner – Organisation and Talent Manufacturing organisation of about 1,950 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the industrial-equipment business economics and execution constraints created by a plant-productivity gap, 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 industrial-equipment business; remove reconciliations that obscure accountability.
• Show repeated senior-client origination plus responsibility for developing principals and future partners in mandate 489.
• Build the Partner – Organisation and Talent’s three-year succession and capability plan for the industrial-equipment business, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the industrial-equipment 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 industrial-equipment 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 industrial-equipment 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 industrial-equipment 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 industrial-equipment business’s operating, cash, customer and people assumptions.
• Closure of the Partner – Organisation and Talent mandate’s highest-priority industrial-equipment business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical industrial-equipment 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 industrial-equipment business operating constraint behind a plant-productivity gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 489: 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 Manufacturing or adjacent enterprise. In relation to the industrial-equipment 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 industrial manufacturing, engineering, chemicals, automotive components or process industries 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 Manufacturing 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 £5,150 million and led an organisation of at least 1,375 people. Advisory seats require equivalent industrial-equipment business client-value ownership and multi-disciplinary leadership.

For mandate 489, the board wants two transitions: a difficult industrial-equipment business portfolio choice and a leadership-system change during a plant-productivity gap. As the prospective Partner – Organisation and Talent for this industrial-equipment business, you must challenge optimistic cases and still create followership. References for mandate 489 must distinguish your contribution from the institution around you.

The Partner – Organisation and Talent must be based in Manchester; international relocation is supported, but this Manufacturing 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 Manufacturing governance forum.
• Proven Partner – Organisation and Talent ownership of at least £5,150 million and leadership of no fewer than 1,375 employees in a comparable industrial-equipment business context.
• One completed Manufacturing 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 industrial manufacturing, engineering, chemicals, automotive components or process industries; experience that is purely functional and lacks Partner – Organisation and Talent-level industrial-equipment business consequences will not meet the bar.
• Willingness to meet the Manchester location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 489.

Compensation and terms

The anticipated Partner – Organisation and Talent package is £210,000–280,000 base + annual incentive, calibrated to the final industrial-equipment business scope and the candidate’s current mix. Any long-term participation for mandate 489 follows standard vesting and performance conditions. The Partner – Organisation and Talent appointment in Manchester, centred on the industrial-equipment 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 489.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 489. 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 489.