Managing Partner – Growth Advisory — Aftermarket And Services Unit

The mandate

Industrial manufacturers across Japan are pursuing service subscriptions, remote monitoring, refurbishment and outcome-based contracts. An advisory platform has strong manufacturing and customer-strategy relationships but lacks a senior leader able to connect service-quality improvement with credible growth. A prospective anchor engagement concerning approximately 1,575 employees and material partners has made that gap immediate. The firm is creating an unplanned Managing Partner – Growth Advisory appointment.

The partner will build a Japan-centred proposition covering aftermarket strategy, service quality, installed-base economics, commercial model, channel design, digital adoption and growth execution. The role reports to the Global Managing Partner and regional partner council and owns client development, engagement quality, senior team formation and practice economics. Independence and conflicts requirements apply before any prospective situation can be discussed.

Growth begins with the right to make a promise. A manufacturer cannot sell uptime if failure modes, parts availability and response authority are uncontrolled. The Managing Partner will help boards assess service readiness by fleet cohort, product criticality and geography. Where quality recovery is incomplete, the proposition may begin with paid inspection, planned overhaul or enhanced support rather than a premature outcome guarantee.

Installed-base data needs commercial interpretation. Serial records, configuration, service history, utilisation and customer ownership are often fragmented. The advisory team will determine what can be responsibly inferred, which records require validation and how uncertainty affects market sizing. A spreadsheet count of shipped units is not an addressable market.

Contract economics must include field reality. Remote diagnostics may reduce visits, but only if customers connect assets, consent to data use and act on recommendations. Refurbishment margins depend on core return and condition. The partner will build cohort economics that include onboarding, parts, travel, technical support, warranty, renewal and risk. Pricing architecture should reflect value and obligation rather than copying software multiples.

Japanese routes to market require careful design. Dealers and service partners may own trusted customer relationships and local response. Bypassing them can destroy coverage; adding digital services without redefining incentives can produce channel conflict. The Managing Partner must know when to integrate, specialise or compensate the channel and how to negotiate data and customer rights fairly.

The appointment is urgent because client demand has outpaced the platform’s current leadership capacity. The firm will not sell work under a future hire’s name or imply experience it does not possess. The successful candidate must qualify opportunities, reject work outside capability and build a delivery bench before accelerating revenue.

What you will own

• Define and lead the Japan growth-advisory proposition for industrial aftermarket and services.
• Originate and convert board-level work without overstating client readiness or firm capability.
• Integrate service-quality recovery, installed-base evidence and commercial design.
• Lead anchor engagements from diagnostic through implementation and benefit tracking.
• Establish methods for cohort economics, channel choices, digital adoption and contract risk.
• Recruit and develop partners, principals and technical specialists.
• Govern engagement independence, data use, conflicts and quality.
• Deliver sustainable practice contribution and durable client references.

The first 12 months

In the first 60 days, review active opportunities, decline or reshape unsupported propositions and form a delivery plan for the anchor context. Interview client boards and service leaders to identify recurring decisions the practice can solve. Define the methods, specialist alliances and conflicts safeguards needed before market launch.

By month six, deliver an evidence-based quality-to-growth blueprint on at least one major engagement, establish a qualified pipeline and appoint core leaders. Create reusable analytics for fleet cohorts and contract economics without exposing client data. Early work should produce an implemented commercial or operating pilot, not only a strategy presentation.

At twelve months, secure at least ¥1.8 billion of quality-controlled advisory revenue, maintain realised project contribution above 35% and convert two engagements into independently verified client outcomes. Anchor work should show a measurable improvement in service recurrence, adoption or lifecycle value. No engagement may receive a major quality finding, unmanaged conflict or claim based on unvalidated installed-base data.

What the partner council will measure

• Growth propositions built on reliable service operations and evidence.
• Clients told when they are not ready to sell an outcome promise.
• Installed-base estimates distinguished from validated addressable opportunity.
• Channel and contract choices fitting Japanese customer behaviour.
• Revenue supported by strong delivery, contribution and references.
• A credible local bench rather than dependence on one rainmaker.

The person

You bring more than 28 years in industrial services, aftermarket P&L, consulting or a combination, with deep Japan market exposure. You have built recurring service or digital propositions and repaired the quality system beneath them. You can demonstrate personal origination and delivery, not simply access to relationships.

Your evidence should include at least ¥5 billion of cumulative advisory sales or an industrial service P&L of comparable scale, a contract whose economics you redesigned and a channel decision involving dealers. Japanese fluency and board-level English are required. You must be able to protect the firm’s independence when a lucrative client wants a convenient growth answer.

Compensation and terms

Base compensation is ¥75–105 million plus annual incentive and long-term incentive linked to client impact, quality, practice contribution, talent and durable growth. This hybrid Osaka advisory appointment reports to the Global Managing Partner and regional partner council and requires substantial client travel. Entry and client transition will follow conflicts clearance.

Confidentiality

The advisory platform, prospective clients, anchor context, methods and pipeline are confidential. Client names and data follow reciprocal interest, independence review and signed undertakings. Applicants must not approach companies or intermediaries to identify possible engagements.