Partner – Organisation and Talent — Powertrain Division

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 integrated automotive and components manufacturer. The immediate arena is the powertrain division during an electric-vehicle portfolio shift. For mandate 289, 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 THB 11,350 million in regional revenue and programme portfolio, with activity spanning several powertrain division customer, product and delivery clusters rather than a single asset. The Partner – Organisation and Talent Automotive remit carries direct influence over roughly 1,450 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 powertrain division. The Partner – Organisation and Talent Automotive seat must resolve an electric-vehicle portfolio shift, while preserving the underlying strengths of the powertrain division. For mandate 289, 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 powertrain division is expected to end with trusted counsel, senior-team effectiveness and repeatable intellectual property. In mandate 289, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Partner – Organisation and Talent — Powertrain Division seat, established because an electric-vehicle portfolio shift now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the powertrain division, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the Partner – Organisation and Talent value-creation thesis for the powertrain division, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately THB 11,350 million in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Partner – Organisation and Talent Automotive organisation of about 1,450 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the powertrain division economics and execution constraints created by an electric-vehicle portfolio shift, 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 powertrain division; remove reconciliations that obscure accountability.
• Show repeated senior-client origination plus responsibility for developing principals and future partners in mandate 289.
• Build the Partner – Organisation and Talent’s three-year succession and capability plan for the powertrain division, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the powertrain division 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 powertrain division, 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 powertrain division 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 powertrain division 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 powertrain division’s operating, cash, customer and people assumptions.
• Closure of the Partner – Organisation and Talent mandate’s highest-priority powertrain division risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical powertrain division 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 powertrain division operating constraint behind an electric-vehicle portfolio shift, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 289: 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 Automotive or adjacent enterprise. In relation to the powertrain division, 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 automotive, industrial manufacturing, mobility, components or engineering services 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 Automotive 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 THB 6,600 million and led an organisation of at least 1,025 people. Advisory seats require equivalent powertrain division client-value ownership and multi-disciplinary leadership.

For mandate 289, the board wants two transitions: a difficult powertrain division portfolio choice and a leadership-system change during an electric-vehicle portfolio shift. As the prospective Partner – Organisation and Talent for this powertrain division, you must challenge optimistic cases and still create followership. References for mandate 289 must distinguish your contribution from the institution around you.

The Partner – Organisation and Talent must be based in Bangkok; international relocation is supported, but this Automotive 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 Automotive governance forum.
• Proven Partner – Organisation and Talent ownership of at least THB 6,600 million and leadership of no fewer than 1,025 employees in a comparable powertrain division context.
• One completed Automotive 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 automotive, industrial manufacturing, mobility, components or engineering services; experience that is purely functional and lacks Partner – Organisation and Talent-level powertrain division consequences will not meet the bar.
• Willingness to meet the Bangkok location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 289.

Compensation and terms

The anticipated Partner – Organisation and Talent package is THB 9–13 million base + annual incentive, calibrated to the final powertrain division scope and the candidate’s current mix. Any long-term participation for mandate 289 follows standard vesting and performance conditions. The Partner – Organisation and Talent appointment in Bangkok, centred on the powertrain division, 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 289.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 289. 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 289.