Managing Partner – Operations Advisory — Precision-Engineering Division

The mandate

The investment committee has withheld further expansion pending clarity on an operations practice moving from diagnostic work to outcome-linked transformation within a listed multi-site industrial manufacturing group. The immediate arena is the precision-engineering division during a plant-productivity gap. For mandate 487, 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 – Operations Advisory operating perimeter covers approximately S$11,150 million in manufacturing and commercial portfolio, with activity spanning several precision-engineering division customer, product and delivery clusters rather than a single asset. The Managing Partner – Operations Advisory Manufacturing remit carries direct influence over roughly 2,650 colleagues and third-party capacity.

The board and its investment committee want a Managing Partner – Operations Advisory who can convert ambiguity into a short list of explicit choices for the precision-engineering division. The Managing Partner – Operations Advisory Manufacturing seat must resolve a plant-productivity gap, while preserving the underlying strengths of the precision-engineering division. For mandate 487, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Managing Partner – Operations Advisory’s first year on the precision-engineering division is expected to end with executive sponsorship, realised benefits and scalable delivery IP. In mandate 487, 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 Managing Partner – Operations Advisory — Precision-Engineering Division seat following an accelerated leadership transition. Interim accountability is in place for the precision-engineering division, 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 Managing Partner – Operations Advisory value-creation thesis for the precision-engineering division, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately S$11,150 million in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Operations Advisory Manufacturing organisation of about 2,650 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the precision-engineering division economics and execution constraints created by a plant-productivity gap, with Managing Partner – Operations Advisory-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Managing Partner – Operations Advisory operating review across commercial, customer, financial, people, technology and risk outcomes for the precision-engineering division; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 487.
• Build the Managing Partner – Operations Advisory’s three-year succession and capability plan for the precision-engineering division, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the precision-engineering division baseline, meet the 30 stakeholders most consequential to an operations practice moving from diagnostic work to outcome-linked transformation, 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 – Operations Advisory portfolio and organisation choices for the precision-engineering 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 precision-engineering division trend against executive sponsorship, realised benefits and scalable delivery IP, 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 – Operations Advisory’s agreed first-year precision-engineering division value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Managing Partner – Operations Advisory forecast that remains decision-useful across three consecutive quarters and reconciles the precision-engineering division’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Operations Advisory mandate’s highest-priority precision-engineering division risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical precision-engineering division talent and ready-now successors for at least 70% of the Managing Partner – Operations Advisory’s direct reports.
• A quantified Managing Partner – Operations Advisory-owned improvement in the precision-engineering division operating constraint behind a plant-productivity gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 487: 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, Operations Practice Leader or Operating Partner in a listed Manufacturing or adjacent enterprise. In relation to the precision-engineering division, your Managing Partner – Operations Advisory 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 – Operations Advisory brief.

As a Managing Partner – Operations Advisory 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 S$6,450 million and led an organisation of at least 1,850 people. Advisory seats require equivalent precision-engineering division client-value ownership and multi-disciplinary leadership.

For mandate 487, the board wants two transitions: a difficult precision-engineering division portfolio choice and a leadership-system change during a plant-productivity gap. As the prospective Managing Partner – Operations Advisory for this precision-engineering division, you must challenge optimistic cases and still create followership. References for mandate 487 must distinguish your contribution from the institution around you.

The Managing Partner – Operations Advisory must be based in Singapore; 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 Managing Partner, Operations Practice Leader or Operating Partner, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven Managing Partner – Operations Advisory ownership of at least S$6,450 million and leadership of no fewer than 1,850 employees in a comparable precision-engineering division context.
• One completed Manufacturing or adjacent-sector example of an operations practice moving from diagnostic work to outcome-linked transformation 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 – Operations Advisory-level precision-engineering division consequences will not meet the bar.
• Willingness to meet the Singapore location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 487.

Compensation and terms

The anticipated Managing Partner – Operations Advisory package is S$700,000–950,000 base + annual incentive and LTI, calibrated to the final precision-engineering division scope and the candidate’s current mix. Any long-term participation for mandate 487 follows standard vesting and performance conditions. The Managing Partner – Operations Advisory appointment in Singapore, centred on the precision-engineering division, offers regular exposure to the board and its investment committee. A structured client and conflict transition of up to 6 months can be accommodated for mandate 487.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 487. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 487.