Managing Partner – Sector Advisory — Upstream Portfolio

The mandate

The next planning cycle has brought into focus creation of a sector-led advisory franchise with uneven partner economics within a listed integrated energy producer and services platform. The immediate arena is the upstream portfolio during a transition-investment decision. For mandate 363, 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 – Sector Advisory operating perimeter covers approximately ₹37,800 crore in operated asset and trading portfolio, with activity spanning several upstream portfolio customer, product and delivery clusters rather than a single asset. The Managing Partner – Sector Advisory Oil & Energy remit carries direct influence over roughly 1,525 colleagues and third-party capacity.

The board and its investment committee want a Managing Partner – Sector Advisory who can convert ambiguity into a short list of explicit choices for the upstream portfolio. The Managing Partner – Sector Advisory Oil & Energy seat must resolve a transition-investment decision, while preserving the underlying strengths of the upstream portfolio. For mandate 363, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Managing Partner – Sector Advisory’s first year on the upstream portfolio is expected to end with anchor-client growth, partner productivity and an investable proposition. In mandate 363, 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 – Sector Advisory — Upstream Portfolio seat following an accelerated leadership transition. Interim accountability is in place for the upstream portfolio, but the board wants a permanent appointment within 6–8 weeks because a transition-investment decision 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 – Sector Advisory value-creation thesis for the upstream portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹37,800 crore in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Sector Advisory Oil & Energy organisation of about 1,525 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the upstream portfolio economics and execution constraints created by a transition-investment decision, with Managing Partner – Sector Advisory-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Managing Partner – Sector Advisory operating review across commercial, customer, financial, people, technology and risk outcomes for the upstream portfolio; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 363.
• Build the Managing Partner – Sector Advisory’s three-year succession and capability plan for the upstream portfolio, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the upstream portfolio baseline, meet the 30 stakeholders most consequential to creation of a sector-led advisory franchise with uneven partner economics, 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 – Sector Advisory portfolio and organisation choices for the upstream portfolio, 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 upstream portfolio trend against anchor-client growth, partner productivity and an investable proposition, 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 – Sector Advisory’s agreed first-year upstream portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Managing Partner – Sector Advisory forecast that remains decision-useful across three consecutive quarters and reconciles the upstream portfolio’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Sector Advisory mandate’s highest-priority upstream portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical upstream portfolio talent and ready-now successors for at least 70% of the Managing Partner – Sector Advisory’s direct reports.
• A quantified Managing Partner – Sector Advisory-owned improvement in the upstream portfolio operating constraint behind a transition-investment decision, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 363: 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, Practice Leader or Senior Partner in a listed Oil & Energy or adjacent enterprise. In relation to the upstream portfolio, your Managing Partner – Sector 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 energy, oil and gas, utilities, chemicals, renewables or industrial services will be considered where the operating model, customer stakes and governance intensity match this Managing Partner – Sector Advisory brief.

As a Managing Partner – Sector Advisory candidate, you bring 28+ years of progressive Oil & Energy 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 ₹21,900 crore and led an organisation of at least 1,075 people. Advisory seats require equivalent upstream portfolio client-value ownership and multi-disciplinary leadership.

For mandate 363, the board wants two transitions: a difficult upstream portfolio portfolio choice and a leadership-system change during a transition-investment decision. As the prospective Managing Partner – Sector Advisory for this upstream portfolio, you must challenge optimistic cases and still create followership. References for mandate 363 must distinguish your contribution from the institution around you.

The Managing Partner – Sector Advisory role in Oil & Energy 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, Practice Leader or Senior Partner, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven Managing Partner – Sector Advisory ownership of at least ₹21,900 crore and leadership of no fewer than 1,075 employees in a comparable upstream portfolio context.
• One completed Oil & Energy or adjacent-sector example of creation of a sector-led advisory franchise with uneven partner economics with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks Managing Partner – Sector Advisory-level upstream portfolio consequences will not meet the bar.
• Willingness to meet the Vadodara location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 363.

Compensation and terms

The anticipated Managing Partner – Sector Advisory package is ₹5.0–7.5 crore fixed + performance variable and LTI, calibrated to the final upstream portfolio scope and the candidate’s current mix. Any long-term participation for mandate 363 follows standard vesting and performance conditions. The Managing Partner – Sector Advisory appointment in Vadodara, centred on the upstream portfolio, 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 363.

Confidentiality

This search is being conducted without naming the client for mandate 363. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 363.