Managing Partner – Growth Advisory — Aftermarket And Services Unit

The mandate

The enterprise is entering a phase in which leadership must resolve a growth-advisory practice seeking a second engine beyond a small anchor-client base within a multinational-owned multi-site industrial manufacturing group. The immediate arena is the aftermarket and services unit during a quality-system recovery. For mandate 486, 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 – Growth Advisory operating perimeter covers approximately ¥9,500 billion in manufacturing and commercial portfolio, with activity spanning several aftermarket and services unit customer, product and delivery clusters rather than a single asset. The Managing Partner – Growth Advisory Manufacturing remit carries direct influence over roughly 1,575 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Managing Partner – Growth Advisory who can convert ambiguity into a short list of explicit choices for the aftermarket and services unit. The Managing Partner – Growth Advisory Manufacturing seat must resolve a quality-system recovery, while preserving the underlying strengths of the aftermarket and services unit. For mandate 486, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Managing Partner – Growth Advisory’s first year on the aftermarket and services unit is expected to end with origination diversity, partner leverage and recurring board mandates. In mandate 486, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The Managing Partner – Growth Advisory — Aftermarket And Services Unit requirement was not included in the approved hiring calendar. It became urgent after a quality-system recovery created an immediate need for one accountable owner of the aftermarket and services unit. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the Managing Partner – Growth Advisory value-creation thesis for the aftermarket and services unit, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ¥9,500 billion in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Growth Advisory Manufacturing organisation of about 1,575 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the aftermarket and services unit economics and execution constraints created by a quality-system recovery, with Managing Partner – Growth Advisory-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Managing Partner – Growth Advisory operating review across commercial, customer, financial, people, technology and risk outcomes for the aftermarket and services unit; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 486.
• Build the Managing Partner – Growth Advisory’s three-year succession and capability plan for the aftermarket and services unit, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the aftermarket and services unit baseline, meet the 30 stakeholders most consequential to a growth-advisory practice seeking a second engine beyond a small anchor-client base, 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 – Growth Advisory portfolio and organisation choices for the aftermarket and services unit, 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 aftermarket and services unit trend against origination diversity, partner leverage and recurring board mandates, 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 – Growth Advisory’s agreed first-year aftermarket and services unit value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Managing Partner – Growth Advisory forecast that remains decision-useful across three consecutive quarters and reconciles the aftermarket and services unit’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Growth Advisory mandate’s highest-priority aftermarket and services unit risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical aftermarket and services unit talent and ready-now successors for at least 70% of the Managing Partner – Growth Advisory’s direct reports.
• A quantified Managing Partner – Growth Advisory-owned improvement in the aftermarket and services unit operating constraint behind a quality-system recovery, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 486: 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, Growth Practice Head or Senior Partner in a multinational-owned Manufacturing or adjacent enterprise. In relation to the aftermarket and services unit, your Managing Partner – Growth Advisory track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from industrial manufacturing, engineering, chemicals, automotive components or process industries will be considered where the operating model, customer stakes and governance intensity match this Managing Partner – Growth Advisory brief.

As a Managing Partner – Growth Advisory candidate, you bring 28+ years of progressive Manufacturing 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 ¥5,500 billion and led an organisation of at least 1,100 people. Advisory seats require equivalent aftermarket and services unit client-value ownership and multi-disciplinary leadership.

For mandate 486, the board wants two transitions: a difficult aftermarket and services unit portfolio choice and a leadership-system change during a quality-system recovery. As the prospective Managing Partner – Growth Advisory for this aftermarket and services unit, you must challenge optimistic cases and still create followership. References for mandate 486 must distinguish your contribution from the institution around you.

The Managing Partner – Growth Advisory must be based in Osaka; international relocation is supported, but this Manufacturing role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Managing Partner, Growth Practice Head or Senior Partner, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven Managing Partner – Growth Advisory ownership of at least ¥5,500 billion and leadership of no fewer than 1,100 employees in a comparable aftermarket and services unit context.
• One completed Manufacturing or adjacent-sector example of a growth-advisory practice seeking a second engine beyond a small anchor-client base with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from industrial manufacturing, engineering, chemicals, automotive components or process industries; experience that is purely functional and lacks Managing Partner – Growth Advisory-level aftermarket and services unit consequences will not meet the bar.
• Willingness to meet the Osaka location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 486.

Compensation and terms

The anticipated Managing Partner – Growth Advisory package is ¥75–105 million base + annual incentive and LTI, calibrated to the final aftermarket and services unit scope and the candidate’s current mix. Any long-term participation for mandate 486 follows standard vesting and performance conditions. The Managing Partner – Growth Advisory appointment in Osaka, centred on the aftermarket and services unit, offers regular exposure to the group board and the relevant risk and people committees. A structured client and conflict transition of up to 6 months can be accommodated for mandate 486.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 486. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 486.