Senior Partner – Transformation — Gas And LNG Business

The mandate

Boards across the gas and LNG value chain are deciding whether to invest in import, transport, storage, market development, emissions reduction and adjacent lower-carbon capabilities. An Indian advisory network has technical and functional expertise but no scaled senior proposition that holds these choices together through implementation. A new Senior Partner will build transformation counsel around decision evidence, staged commitment and realised change rather than broad programme mobilisation.

The client-value perimeter is approximately ₹29,500 crore in assets and commercial portfolios, supported by 1,100 employees and material partners. Accountability includes proposition design, senior client origination, engagement acceptance, transformation architecture, partner mobilisation, value assurance, methods and talent. Client boards retain investment authority and engagement specialists preserve their professional conclusions. The Senior Partner owns the integrated advice and whether it converts into controlled implementation.

Gas-transition investments have multiple dependencies. Demand, contracts, infrastructure, policy, price, financing, methane or emissions performance and customer affordability may change together. Advice must show what the client can test before committing and what remains a strategic risk.

The proposition will not promise certainty. Its value lies in structuring choices, evidence and reversible stages before capital becomes stranded.

Why this seat is open

This is planned new hiring approved for the next operating model, not a replacement. A four-to-six-month search allows the partner to join before the next client and talent cycle. Current specialists retain their mandates until the new proposition activates. Confidentiality protects partner design and prospective client discussions.

What you will own

• Define transition decisions the practice is equipped to advise.
• Build staged investment and transformation methods.
• Originate board relationships beyond existing functional accounts.
• Govern multidisciplinary scope, quality and professional boundaries.
• Establish benefit and adoption evidence through implementation.
• Develop partners and successors in transformation counsel.

Propositions will begin with a decision, such as terminal capacity, pipeline conversion, demand aggregation, portfolio decarbonisation or new customer market. Each will state evidence, disciplines, stage gates, client authority and outcome boundary. A collection of workstreams will not be sold as transformation unless the links and board choices are explicit.

Investment staging will preserve options. Early market tests, customer commitments, engineering studies, permits, partner terms and capital releases will have separate gates. The team will identify the point at which an option becomes difficult to reverse and ensure the board receives an independent recommendation beforehand.

Scenario work will connect demand, supply, infrastructure, policy, credit and emissions. Transition claims will distinguish operational reduction from certificates or offsets and include measurement feasibility. Customer affordability and public-policy dependencies will remain visible. The partner will challenge projects that rely on a premium or utilisation level not supported by binding evidence.

Engagement acceptance will test information, sponsor authority, delivery access and conflicts. Technical, commercial, financing and sustainability specialists will retain the right to dissent. The Senior Partner will reconcile conclusions where possible and present unresolved differences to the client rather than manufacture consensus.

Implementation counsel will use decision cadence, adoption and benefit evidence. Client leaders own change; the advisory team will coach, challenge and verify. Outcome-linked economics require controlled baselines and exclusions. Insights will be captured as reusable questions and gates without disclosing client positions.

Stakeholder consequence will be built into the transformation path. Customers, regulators, lenders, employees and communities may experience a transition investment differently, and their required decisions can alter timing. The partner will map commitments and engagement gates without presenting consultation as consent. Unresolved external dependencies will remain visible in the board case and benefit plan.

The first 12 months

Within 90 days, the Senior Partner will map priority client decisions, review the largest pursuits and assess capability. The council will receive a defined proposition, conflict map and choices on opportunities to pursue or decline.

By month eight, two unrelated boards should engage the proposition, three investment decisions should use staged gates and the first multidisciplinary team should transfer governance to client leaders. Every high-risk engagement will have independent quality review.

At year-end, qualified pipeline should exceed twice the next-year plan, engagement contribution remain within 10% and 85% of reported benefits pass evidence challenge. At least two clients should reach explicit scale, reshape or stop decisions on schedule, with successor coverage for 70% of priority relationships.

What the board will measure

• Transition advice tied to irreversible capital decisions.
• Evidence and options tested before large commitment.
• Professional dissent preserved in multidisciplinary work.
• Client adoption and benefits beyond presentations.
• A scalable partner bench and relationship succession.

The person

You are a Senior Partner, transformation leader or gas and LNG adviser with 18–22 years of experience. You have carried client-value scope above ₹17,100 crore and led at least 775 people. Your record includes board-level investment and implementation across complex energy value chains.

The council will test a transition investment you staged, a client case where specialist dissent changed advice and an intervention that client leaders sustained. You must originate and deliver without making the practice dependent on you. Strategy-only advice without implementation consequence will not qualify.

This onsite Ahmedabad appointment requires frequent client, asset, partner and regional travel.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. Measures include client decisions, profitable adoption, quality, realised change, talent and succession. Final terms follow regional partnership governance.

Confidentiality

The practice, clients, projects, investments and specialist conclusions remain confidential. Further detail follows reciprocal interest and an undertaking. Composite examples prevent identification.