Managing Partner – Operations Advisory — Engineering Centre

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 multinational global-capability-centre network. The immediate arena is the engineering centre during a move from delivery to product ownership. For mandate 237, 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 HUF 3,650 million in annual global services budget, with activity spanning several engineering centre customer, product and delivery clusters rather than a single asset. The Managing Partner – Operations Advisory Global Capability Centres remit carries direct influence over roughly 2,300 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 engineering centre. The Managing Partner – Operations Advisory Global Capability Centres seat must resolve a move from delivery to product ownership, while preserving the underlying strengths of the engineering centre. For mandate 237, 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 engineering centre is expected to end with executive sponsorship, realised benefits and scalable delivery IP. In mandate 237, 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 – Operations Advisory — Engineering Centre seat. The incumbent continues to lead the engineering centre 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 move from delivery to product ownership 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 – Operations Advisory value-creation thesis for the engineering centre, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately HUF 3,650 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Operations Advisory Global Capability Centres organisation of about 2,300 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the engineering centre economics and execution constraints created by a move from delivery to product ownership, 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 engineering centre; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 237.
• Build the Managing Partner – Operations Advisory’s three-year succession and capability plan for the engineering centre, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the engineering centre 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 engineering centre, 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 engineering centre 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 engineering centre 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 engineering centre’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Operations Advisory mandate’s highest-priority engineering centre risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical engineering centre 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 engineering centre operating constraint behind a move from delivery to product ownership, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 237: 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 Global Capability Centres or adjacent enterprise. In relation to the engineering centre, 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 GCCs, shared services, enterprise technology, business services or multinational operations 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 Global Capability Centres 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 HUF 2,100 million and led an organisation of at least 1,600 people. Advisory seats require equivalent engineering centre client-value ownership and multi-disciplinary leadership.

For mandate 237, the board wants two transitions: a difficult engineering centre portfolio choice and a leadership-system change during a move from delivery to product ownership. As the prospective Managing Partner – Operations Advisory for this engineering centre, you must challenge optimistic cases and still create followership. References for mandate 237 must distinguish your contribution from the institution around you.

The Managing Partner – Operations Advisory must be based in Budapest; international relocation is supported, but this Global Capability Centres 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 Global Capability Centres governance forum.
• Proven Managing Partner – Operations Advisory ownership of at least HUF 2,100 million and leadership of no fewer than 1,600 employees in a comparable engineering centre context.
• One completed Global Capability Centres 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 GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks Managing Partner – Operations Advisory-level engineering centre consequences will not meet the bar.
• Willingness to meet the Budapest location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 237.

Compensation and terms

The anticipated Managing Partner – Operations Advisory package is HUF 190–265 million base + annual incentive and LTI, calibrated to the final engineering centre scope and the candidate’s current mix. Any long-term participation for mandate 237 follows standard vesting and performance conditions. The Managing Partner – Operations Advisory appointment in Budapest, centred on the engineering centre, 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 237.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 237. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 237.