Managing Partner – Value Creation — Process-Manufacturing Network

The mandate

Following two years of uneven execution, the board is addressing expansion of a value-creation practice beyond founder-led delivery within a privately held multi-site industrial manufacturing group. The immediate arena is the process-manufacturing network during a global sourcing redesign. For mandate 464, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Managing Partner – Value Creation operating perimeter covers approximately ₹11,950 crore in manufacturing and commercial portfolio, with activity spanning several process-manufacturing network customer, product and delivery clusters rather than a single asset. The Managing Partner – Value Creation Manufacturing remit carries direct influence over roughly 3,425 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a Managing Partner – Value Creation who can convert ambiguity into a short list of explicit choices for the process-manufacturing network. The Managing Partner – Value Creation Manufacturing seat must resolve a global sourcing redesign, while preserving the underlying strengths of the process-manufacturing network. For mandate 464, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Managing Partner – Value Creation’s first year on the process-manufacturing network is expected to end with repeatable client impact, senior hiring and durable fee growth. In mandate 464, 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 Managing Partner – Value Creation — Process-Manufacturing Network seat. The incumbent continues to lead the process-manufacturing network 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 global sourcing redesign 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 Managing Partner – Value Creation value-creation thesis for the process-manufacturing network, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹11,950 crore in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Value Creation Manufacturing organisation of about 3,425 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the process-manufacturing network economics and execution constraints created by a global sourcing redesign, with Managing Partner – Value Creation-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Managing Partner – Value Creation operating review across commercial, customer, financial, people, technology and risk outcomes for the process-manufacturing network; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 464.
• Build the Managing Partner – Value Creation’s three-year succession and capability plan for the process-manufacturing network, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the process-manufacturing network baseline, meet the 30 stakeholders most consequential to expansion of a value-creation practice beyond founder-led 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 Managing Partner – Value Creation portfolio and organisation choices for the process-manufacturing network, 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 process-manufacturing network trend against repeatable client impact, senior hiring and durable fee growth, 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 Managing Partner – Value Creation’s agreed first-year process-manufacturing network value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Managing Partner – Value Creation forecast that remains decision-useful across three consecutive quarters and reconciles the process-manufacturing network’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Value Creation mandate’s highest-priority process-manufacturing network risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical process-manufacturing network talent and ready-now successors for at least 70% of the Managing Partner – Value Creation’s direct reports.
• A quantified Managing Partner – Value Creation-owned improvement in the process-manufacturing network operating constraint behind a global sourcing redesign, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 464: 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 Managing Partner, Operating Partner or Transformation Practice Head in a privately held Manufacturing or adjacent enterprise. In relation to the process-manufacturing network, your Managing Partner – Value Creation 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 Managing Partner – Value Creation brief.

As a Managing Partner – Value Creation candidate, you bring 28+ years of progressive Manufacturing or adjacent-sector experience, consistent with the 28-plus experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹6,950 crore and led an organisation of at least 2,400 people. Advisory seats require equivalent process-manufacturing network client-value ownership and multi-disciplinary leadership.

For mandate 464, the board wants two transitions: a difficult process-manufacturing network portfolio choice and a leadership-system change during a global sourcing redesign. As the prospective Managing Partner – Value Creation for this process-manufacturing network, you must challenge optimistic cases and still create followership. References for mandate 464 must distinguish your contribution from the institution around you.

The Managing Partner – Value Creation role in Manufacturing is based in Vadodara; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of Managing Partner, Operating Partner or Transformation Practice Head, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven Managing Partner – Value Creation ownership of at least ₹6,950 crore and leadership of no fewer than 2,400 employees in a comparable process-manufacturing network context.
• One completed Manufacturing or adjacent-sector example of expansion of a value-creation practice beyond founder-led 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 Managing Partner – Value Creation-level process-manufacturing network consequences will not meet the bar.
• Willingness to meet the Vadodara location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 464.

Compensation and terms

The anticipated Managing Partner – Value Creation package is ₹5.0–7.5 crore fixed + performance variable and LTI, calibrated to the final process-manufacturing network scope and the candidate’s current mix. Any long-term participation for mandate 464 follows standard vesting and performance conditions. The Managing Partner – Value Creation appointment in Vadodara, centred on the process-manufacturing network, offers regular exposure to the chair, executive committee and principal capital sponsors. A structured client and conflict transition of up to 6 months can be accommodated for mandate 464.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 464. 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 464.