Managing Partner – Value Creation — Refining And Marketing System

The mandate

An Indian value-creation practice has grown around a founder group that personally diagnoses, sells and intervenes in most important refining and marketing engagements. Clients now need operating-model separation across plants, supply, retail, commercial and corporate services, but the practice cannot scale through senior heroics. The regional council seeks a Managing Partner who can codify delivery judgement, build accountable partner teams and prove benefits after separation.

The client-value perimeter is approximately ₹43,900 crore across operated assets and commercial systems, supported by 2,250 employees and material partners. Accountability includes practice strategy, client portfolio, engagement acceptance, value architecture, delivery governance, benefit assurance, partner economics, methods and talent. Client executives retain operating decisions. The Managing Partner owns the practice promise, commercial health and whether benefits survive after advisory teams withdraw.

Operating-model separation can destroy value if interfaces are treated as boxes on a chart. Feedstock, planning, inventory, transfer pricing, logistics, brands, data, talent and capital may cross the proposed boundary. The practice must identify which dependencies should be separated, contracted, governed or deliberately retained.

The goal is not to maximise the number of transformation workstreams. It is to improve a small number of economic and operating outcomes with traceable client ownership.

Why this seat is open

The incumbent is leaving through an accelerated but orderly partner transition. Interim leaders protect engagements, but separation work requires permanent practice authority within six to eight weeks. The departure is unrelated to an undisclosed client failure, quality issue or conduct finding. The relationship and conflict transition will be structured.

What you will own

• Define the value-creation proposition for operating-model separation.
• Set engagement baselines, ownership and benefit assurance.
• Build teams that deliver without founder dependence.
• Govern client acceptance, quality, economics and outcome risk.
• Turn engagement learning into adaptable methods.
• Develop partners and successors with transferable relationships.

Separation diagnosis will follow flows and decisions. Crude or product planning, scheduling, inventory, customer allocation, maintenance, procurement, finance and data will be mapped across boundaries. The team will identify services requiring agreements, decisions requiring joint governance and capabilities that cannot be duplicated economically. Legal separation alone will not be presented as an operating solution.

Value architecture will reconcile earnings, cash, capital, reliability and customer outcomes. Each initiative needs a baseline, counterfactual, client owner, evidence source and sustainability period. Cost transferred to another entity, delayed maintenance or inventory timing will not be claimed as recurring benefit. Finance and operations evidence must agree before the practice reports value.

Delivery teams will combine senior judgement with repeatable roles. Partners will remain accountable at critical decisions, while directors and specialists run work through clear methods and escalation. Methods will capture questions, evidence and decision logic rather than freeze one client's design. Supervision will reflect operating consequence, not a target leverage ratio.

Engagement acceptance will test executive sponsorship, decision access, data, implementation capacity and independence. Outcome-linked fees require explicit control, exclusions and dispute routes. The Managing Partner will re-contract or decline work where the client wants benefit commitment without providing authority or evidence.

Partner economics will recognise origination, delivery quality, team development and relationship transfer. Founders will be encouraged to move from indispensable doers to coaches and quality authorities. Succession will be practised in front of clients, not announced at the end of a relationship.

Transitional services will receive the same value scrutiny as permanent design. Service scope, volume, cost, performance, data and exit must be agreed between entities before separation. The practice will test whether a proposed agreement supports genuine transition or postpones an unresolved dependency. Extensions will require evidence and a funded removal plan rather than automatic renewal.

The first 12 months

Within 90 days, the appointee will review the twelve largest engagements, retest benefit evidence and assess partner dependency. The council will receive continue, reshape, re-contract and exit decisions plus a scalable separation proposition.

By month eight, three client separations should use controlled interface and benefit methods, two teams should deliver without founder intervention in routine decisions and partner economics should reward ownership transfer. High-risk engagements will have independent quality reviews.

At year-end, 85% of reported benefits should pass evidence challenge and 75% remain sustained after two reporting cycles. Practice contribution should stay within 10% of plan, founder concentration decline materially and 70% of priority relationships carry credible successor partners.

What the board will measure

• Separation advice grounded in real operating dependencies.
• Benefits that survive transfer, timing and market challenge.
• Delivery quality independent of founder presence.
• Healthy engagement economics and controlled outcome risk.
• Strong partner succession and institutional relationships.

The person

You are a Managing Partner, value-creation leader or senior operating adviser with more than 28 years of experience. You have carried client-value scope above ₹25,450 crore and led at least 1,575 people. Your record includes refining, marketing or comparable asset-and-commercial systems and complex separations.

The council will test a claimed benefit you rejected, an interface you deliberately retained and a founder-led practice you made transferable. You must understand operations and partnership economics equally. Individual rainmaking without scalable delivery leadership will not qualify.

This hybrid Chennai role requires substantial client, asset and partner travel.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and LTI. Measures include sustained benefits, contribution, delivery quality, partner leverage and succession. Long-term terms follow partnership governance and confirmed role scope.

Confidentiality

The practice, founders, clients, assets, benefits and separation plans remain confidential. More detail follows qualification and mutual confidentiality. Circumstances are combined to protect identity.