Partner – Organisation and Talent — Transaction-Banking Franchise

The mandate

An institutionally backed advisory platform is seeing transaction-bank clients ask for organisation advice that changes strategic delivery, not another target chart. Boards need leadership and workforce decisions connected directly to portfolio action, customer treatment and execution capacity.

The Partner – Organisation and Talent will influence work related to approximately €61,900 million in loans and deposits and lead around 850 employees and material partners. The remit covers board origination, organisation design, executive effectiveness, workforce strategy, succession, talent systems, delivery quality and practice economics. Accountability sits with the Global Managing Partner and regional partner council.

The proposition will begin with the business decision. A change in credit appetite, client segmentation or operating model should identify the work, authority, capability and behaviour required. The Partner will prevent organisation design from becoming a cosmetic response when incentives, governance or portfolio choices remain unresolved.

Asset-quality pressure creates difficult leadership tests. Coverage executives may defend relationships, risk leaders may tighten controls and operations may inherit remediation volume. Advisory work must clarify reserved decisions, escalation and evidence while preserving independent challenge. Senior-team effectiveness will be judged in actual portfolio forums, not workshop participation.

Workforce economics will connect roles and activity. Employees, contractors, spans, locations, vacancies and incentives should reconcile to the chosen model. Savings need evidence that work and cost have left together. Capability investment should be tied to dated client or remediation dependencies rather than broad aspirations.

Succession will measure readiness through exposure. Critical roles need successors who have handled contested credit, client and control decisions, with gaps and development assignments explicit. The Partner will help boards distinguish emergency cover from genuinely ready leadership and make external appointments where time cannot close the gap.

Client delivery will combine trusted counsel and implementation discipline. Engagements require an agreed baseline, decision owners, milestones and outcome measures. The advisory team should remain accountable for the quality of its design without appropriating decisions and value delivered by client leaders.

Reusable intellectual property will encode questions, evidence and decision patterns rather than impose one structure. Methods should state their limits and evolve through post-engagement review. The practice will know which recommendations held after two reporting cycles and why others failed.

Senior-client origination must extend beyond personal networks. Principals and future partners need meaningful board exposure, co-owned relationships and delivery accountability. Account plans should connect client events to specific hypotheses, not fill pipelines with generic transformation opportunities.

Practice economics will include partner time, specialist cost, working capital and write-offs. Pricing should reflect complexity and consequence. The Partner will stop low-value custom work that neither creates client impact nor strengthens a repeatable capability.

Why this seat is open

This planned replacement includes a four-to-six-month incumbent handover. The sequence protects live client relationships while allowing orderly transfer of context, conflicts and practice leadership before asset-quality work intensifies.

What you will own

• Build organisation advice around strategic and portfolio decisions.
• Influence work linked to a €61,900 million transaction-banking perimeter.
• Improve senior-team decisions during asset-quality pressure.
• Connect workforce economics, succession and capability to delivery.
• Originate repeat board work through institutional client relationships.
• Lead approximately 850 employees and partners with future-partner development.
• Codify reusable methods grounded in post-engagement evidence.
• Give the council transparent pipeline, quality and investment choices.

The first 12 months

The first 90 days should review clients, pipeline, delivery quality and practice economics. Meet the 30 stakeholders most consequential to the proposition, including board sponsors, former clients, partners, risk executives and delivery leaders. Assess talent and agree engagement and investment gates.

Months four to nine should launch sector-specific organisation work, reset weak engagements and transfer important relationships. Develop principals through real origination and board delivery. Early value may include renewed sponsorship, improved contribution, a successor appointed or a client decision accelerated.

By year end, trusted counsel, senior-team effectiveness and repeatable intellectual property should improve consistently. The value case must remain within 10% of approval and forecasts should reconcile pipeline, cash, clients and people for three quarters. Priority issues need independent closure evidence; serious escalation cannot age beyond 30 days.

What the partner council will measure

• Board decisions and strategic outcomes changed by organisation evidence.
• Repeat origination across multiple sponsors and qualified client issues.
• Engagement contribution after partner time, write-offs and working capital.
• Principals progressing through owned relationships and consequential delivery.
• Maintain more than 90% of critical advisers and ready cover for 70% of direct roles.
• Methods reused appropriately with outcomes sustained after team departure.

The person

You are a Partner, Organisation Practice Leader or senior talent adviser with 22–28 years in banking advisory or adjacent regulated services. You combine repeated senior-client origination with responsibility for developing principals and future partners.

Your accountable P&L, book, budget or equivalent client-value portfolio has been at least €35,900 million, and you have led 600 or more people. You can evidence results sustained over two reporting periods.

You understand transaction banking, asset quality and the limits of structural answers. You can challenge executive teams, preserve followership and distinguish your personal contribution from firm brand or client execution.

Compensation and terms

Base compensation is €250,000–330,000 plus annual incentive. The advisory appointment is onsite in Frankfurt, supports international relocation and permits a structured client and conflict transition of up to six months.

Confidentiality

The firm, incumbent, client portfolio and delivery evidence remain confidential. Further detail follows reciprocal interest and conflict review under mutual protection.