Managing Partner – Value Creation — Enterprise-Software Suite

The mandate

A privately held advisory platform has built a value-creation practice whose strongest engagements depend on founder-led origination and delivery. Demand is growing as enterprise-software clients pursue margin recovery, but methods, partner leverage and benefits evidence vary. The next operating model needs a Managing Partner who can turn trusted craft into a scalable, investable franchise.

The Managing Partner – Value Creation will influence work connected to approximately ₹2,200 crore in annual recurring revenue and lead around 900 employees and material partners. Scope includes proposition, board origination, engagement governance, delivery methods, benefits assurance, partner economics, senior hiring and succession. Accountability sits with the Global Managing Partner and regional partner council.

The proposition will focus on value clients can realise. Pricing, product mix, cloud and supplier cost, implementation, support, workforce, working capital and portfolio choices should connect to cash and durable margin. Generic transformation claims will not differentiate the practice.

Founder knowledge must become institutional without being diluted. Client hypotheses, diagnostic questions, value models and decision patterns should be codified with their limits. New partners need enough context to exercise judgement, not simply follow templates or route every difficult choice back to the founder.

Origination will be distributed. Board relationships should have multiple trusted owners, sector-specific hypotheses and defined routes to work. Senior hires need verifiable relationships and delivery credibility. Revenue purchased through guarantees or unqualified pipeline will not count as practice growth.

Engagement baselines require shared evidence. Revenue, cost, cash, customer, delivery and risk measures need client and advisory owners. The team should state which outcomes it controls, what depends on the client and which external assumptions may move. Attribution will be tested after implementation.

Commercial models should reflect influence and risk. Fixed, milestone and outcome-linked fees require clear acceptance and downside. Incentives cannot encourage unsafe cost removal, premature benefit claims or a metric selected because it is easy to move.

Partner leverage will place senior attention at consequential moments. Partners remain responsible for scope, stakeholder alignment and quality while principals run delivery and develop relationships. Utilisation and margin cannot reward unnecessary staffing or founder bottlenecks.

Margin recovery should not erode the client’s product or service. Value cases need customer adoption, reliability, capability and control consequences. The practice will identify where cost reduction removes activity and where it merely defers investment or transfers work.

Practice governance will use leading indicators. Qualified pipeline, conversion, staffing, write-offs, collections, benefits and talent should trigger investment choices. Senior hiring and new propositions need review dates and stop criteria. A prestigious engagement cannot remain exempt from economic discipline.

Why this seat is open

This planned new role belongs to the future practice model and has no predecessor. A four-to-six-month search allows the appointee to join before the next investment and senior-hiring cycle while existing partners retain current client accountabilities.

What you will own

• Scale value creation beyond founder-led origination and delivery.
• Influence client work linked to ₹2,200 crore of ARR.
• Build repeatable margin, cash and portfolio interventions.
• Distribute board relationships across a stronger partner bench.
• Govern engagement baselines, attribution and outcome-linked fees.
• Lead approximately 900 employees and partners with deliberate succession.
• Hire senior talent against verifiable client and delivery evidence.
• Give the council transparent economics, investment and downside choices.

The first 12 months

The first 90 days should reconcile client concentration, pipeline, engagement economics and founder dependencies. Meet the 30 stakeholders most consequential to scale, including clients, former clients, founders, partners, principals and finance. Assess leadership and agree proposition and hiring gates.

Months four to nine should transfer key relationships, reset low-leverage delivery and launch reusable methods. Appoint senior talent selectively and review realised client benefits. Initial value may be stronger conversion, improved contribution, lower founder dependency or a client margin outcome independently evidenced.

By year end, repeatable client impact, senior hiring and durable fee growth should support a credible practice case. Performance must remain within 10% of approval, with three quarters of forecasts aligning pipeline, cash, clients and people. Every material concern must close with independently accepted proof, and the firm will not tolerate a severe escalation remaining open past 30 days.

What the partner council will measure

• Client margin and cash outcomes sustained after team departure.
• Revenue concentration and relationship depth beyond the founder.
• Contribution after partner time, write-offs and working capital.
• Principals and new partners owning origination and delivery.
• Preserve above 90% of pivotal advisers and ready successors for 70% of direct roles.
• Investment stopped when proposition or hiring evidence fails.

The person

You are a Managing Partner, Operating Partner or Transformation Practice Head with 28 or more years in software, cloud, platforms, IT services or technology-enabled business services. You bring trusted board relationships and evidence of practice economics beyond personal billing.

Your accountable P&L, book, budget or equivalent client-value portfolio has been at least ₹1,300 crore, and you have led 625 or more people. Results must have endured for two reporting periods.

You understand enterprise-software economics, margin recovery and practice building. You can preserve founder strengths while removing dependency and can challenge client or partner claims with measured evidence.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and LTI. The advisory role is hybrid in Gurugram and expects relocation, though structured weekly commuting may be considered initially; a client and conflict transition of up to six months is acceptable.

Confidentiality

The firm, founders, clients and engagement economics remain confidential. Identifying details follow reciprocal relevance and conflict review under a mutual undertaking.