Managing Partner – Value Creation — Enterprise-Software Suite

The mandate

Following two years of uneven execution, the board is addressing expansion of a value-creation practice beyond founder-led delivery within a privately held enterprise technology and digital-products group. The immediate arena is the enterprise-software suite during a margin recovery programme. For mandate 114, 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 – Value Creation operating perimeter covers approximately ₹2,200 crore in annual recurring revenue portfolio, with activity spanning several enterprise-software suite customer, product and delivery clusters rather than a single asset. The Managing Partner – Value Creation Technology remit carries direct influence over roughly 900 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a Managing Partner – Value Creation who can convert ambiguity into a short list of explicit choices for the enterprise-software suite. The Managing Partner – Value Creation Technology seat must resolve a margin recovery programme, while preserving the underlying strengths of the enterprise-software suite. For mandate 114, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Managing Partner – Value Creation’s first year on the enterprise-software suite is expected to end with repeatable client impact, senior hiring and durable fee growth. In mandate 114, 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 Managing Partner – Value Creation — Enterprise-Software Suite seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the enterprise-software suite remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the Managing Partner – Value Creation value-creation thesis for the enterprise-software suite, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹2,200 crore in annual recurring revenue portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Value Creation Technology organisation of about 900 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the enterprise-software suite economics and execution constraints created by a margin recovery programme, with Managing Partner – Value Creation-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Managing Partner – Value Creation operating review across commercial, customer, financial, people, technology and risk outcomes for the enterprise-software suite; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 114.
• Build the Managing Partner – Value Creation’s three-year succession and capability plan for the enterprise-software suite, reducing dependence on individual executives and improving mobility across the wider Technology organisation.

The first 12 months

• Days 1–90: Validate the enterprise-software suite baseline, meet the 30 stakeholders most consequential to expansion of a value-creation practice beyond founder-led 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 Managing Partner – Value Creation portfolio and organisation choices for the enterprise-software suite, 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 enterprise-software suite trend against repeatable client impact, senior hiring and durable fee growth, 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 – Value Creation’s agreed first-year enterprise-software suite value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Managing Partner – Value Creation forecast that remains decision-useful across three consecutive quarters and reconciles the enterprise-software suite’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Value Creation mandate’s highest-priority enterprise-software suite risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical enterprise-software suite talent and ready-now successors for at least 70% of the Managing Partner – Value Creation’s direct reports.
• A quantified Managing Partner – Value Creation-owned improvement in the enterprise-software suite operating constraint behind a margin recovery programme, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 114: 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, Operating Partner or Transformation Practice Head in a privately held Technology or adjacent enterprise. In relation to the enterprise-software suite, your Managing Partner – Value Creation track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from software, cloud services, digital platforms, IT services or technology-enabled business services will be considered where the operating model, customer stakes and governance intensity match this Managing Partner – Value Creation brief.

As a Managing Partner – Value Creation candidate, you bring 28+ years of progressive Technology 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 ₹1,300 crore and led an organisation of at least 625 people. Advisory seats require equivalent enterprise-software suite client-value ownership and multi-disciplinary leadership.

For mandate 114, the board wants two transitions: a difficult enterprise-software suite portfolio choice and a leadership-system change during a margin recovery programme. As the prospective Managing Partner – Value Creation for this enterprise-software suite, you must challenge optimistic cases and still create followership. References for mandate 114 must distinguish your contribution from the institution around you.

The Managing Partner – Value Creation role in Technology is based in Gurugram; 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, Operating Partner or Transformation Practice Head, with direct exposure to a board, investment committee or equivalent Technology governance forum.
• Proven Managing Partner – Value Creation ownership of at least ₹1,300 crore and leadership of no fewer than 625 employees in a comparable enterprise-software suite context.
• One completed Technology or adjacent-sector example of expansion of a value-creation practice beyond founder-led delivery with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from software, cloud services, digital platforms, IT services or technology-enabled business services; experience that is purely functional and lacks Managing Partner – Value Creation-level enterprise-software suite consequences will not meet the bar.
• Willingness to meet the Gurugram location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 114.

Compensation and terms

The anticipated Managing Partner – Value Creation package is ₹5.0–7.5 crore fixed + performance variable and LTI, calibrated to the final enterprise-software suite scope and the candidate’s current mix. Any long-term participation for mandate 114 follows standard vesting and performance conditions. The Managing Partner – Value Creation appointment in Gurugram, centred on the enterprise-software suite, offers regular exposure to the chair, executive committee and principal capital sponsors. A structured client and conflict transition of up to 6 months can be accommodated for mandate 114.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 114. 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 114.