Senior Partner – Transformation — Analytics Organisation

The mandate

A Chennai analytics organisation has accumulated hundreds of models, dashboards and experiments, but global business leaders still make many priority decisions outside them. The centre has been invited to expand from captive production into an enterprise transformation role. Its proposition currently emphasises technical output; sponsors want evidence that analytics changes planning, pricing, risk or customer action. The advisory partnership needs a senior leader to connect the centre’s capability with the operating changes required for adoption.

The Senior Partner – Transformation will shape an agenda affecting about 1,450 employees and partners and a services perimeter near ₹2,750 crore. The role owns advisory hypotheses, executive relationships, case quality and the mobilisation of specialists across analytics, organisation, process and technology. It does not own models or business decisions. The central responsibility is to help executives specify which decisions should change, who will act and how value will be verified.

Several existing initiatives should probably end. Dashboards with no active user consume support, pilots lack scale criteria and business sponsors have delegated adoption to analysts. The partner must be willing to contract the portfolio before expanding it globally. Growth will be earned when the centre demonstrates repeatable decision outcomes, not when it exports more artefacts.

Why this seat is open

The former Senior Partner became unavailable after taking a role that created an immediate independence conflict. The portfolio remains strategically important, and a temporary case leader cannot credibly reset senior global relationships. This is an urgent replacement to be completed in six to eight weeks. The transition does not reflect a conduct finding; conflict protection requires discretion about both parties.

What you will own

• Reframe each priority analytics case around a named business decision, user, intervention and measurable counterfactual.
• Identify products and reports that should retire, combine or remain locally owned before international expansion.
• Advise business presidents on workflow, incentives and authority changes required to act on analytical outputs.
• Set stage gates for experiment, production, adoption and scale, preventing technical deployment from being reported as transformation.
• Mobilise data, product, process and organisation specialists around a small number of enterprise outcomes.
• Establish value measurement with business finance teams and revisit claimed outcomes after operating behaviour changes.
• Maintain case quality, independence, staffing and economics across the advisory portfolio.
• Develop principals and partners who can lead analytics-enabled transformation without relying on the appointee’s relationships.

The first 12 months

In the first 75 days, the partner will interview decision owners, review usage and reduce the active transformation portfolio to a defensible priority set. Every retained case will have adoption evidence, a business owner and a measurable decision outcome. The regional partner council will receive an explicit list of work that should stop.

Between months four and nine, two priority cases should move through operating-model and adoption change, not merely technical release. The partner will establish an enterprise forum for resolving policy or incentive barriers and test claimed value with finance. New global opportunities must pass an evidence-based qualification threshold.

By month 12, at least three analytical products should demonstrate sustained adoption and verified decision impact across more than one market. Low-use artefacts should decline by 30%, annualised client value should exceed advisory fees by at least 1.5 times, and client leaders should independently run the adoption cadence. The partner bench should have successors for each principal case.

What the board will measure

• Business decisions changed and sustained, clearly separated from models delivered or users provisioned.
• Portfolio contraction where evidence is weak, alongside disciplined expansion of proven cases.
• Value assurance agreed with finance and free of duplicate or purely hypothetical benefits.
• Senior-client trust, professional independence and responsible treatment of data and model limitations.
• Commercial health and development of a partner team capable of succeeding the appointee.

The person

You are a senior transformation partner, analytics advisory leader or operating executive who has changed how global organisations make and execute decisions. You can engage data scientists without overclaiming technical authorship and challenge business leaders who ask for insight but resist workflow or accountability changes. Advisory leadership and line consequences should both be visible in your record.

The experience range is 18–22 years. You should have influenced at least ₹1,600 crore and programmes affecting 1,000 or more people. Strong evidence includes an analytics initiative you stopped for lack of adoption and one whose value you verified after deployment. Commercial case leadership, independence and senior-team development are required.

The appointment is onsite in Chennai with regular international travel.

Compensation and terms

The fixed range is ₹2.2–3.0 crore plus performance variable. Reward will reflect verified client outcomes, portfolio discipline, commercial quality and partner capability rather than model or dashboard counts. Final calibration depends on current mix and relevant scale. The urgent search will consider contractual notice alongside the need for prompt portfolio leadership.

Confidentiality

The analytics use cases, client sponsors and conflict event are omitted. Qualified candidates who clear initial conflicts will receive further material under an undertaking. Published scale is intentionally approximate and must not be treated as a means of identifying the centre or advisory organisation.