Senior Partner – Capital and Deals — Fleet-Operations Network

The mandate

Fleet operators need capital for vehicles, electrification and consolidation, but many funding cases treat driver payments, claims, downtime and contract remedies as operating detail. When those exposures emerge after a deal, returns weaken and trust deteriorates as operators tighten partner terms. This has created demand for a Senior Partner who can combine capital structuring and transaction judgement with the economics of the people and assets doing the work.

The partner will lead a roughly 300-person advisory and client perimeter spanning deals, debt, fleet analytics, tax, sustainability and operational diligence. Engagements may include acquisitions, portfolio sales, warehouse facilities, asset-backed funding, joint ventures and restructurings. The role owns advice and execution, not investment principal authority, and must remain independent of lenders, lessors and vehicle suppliers.

The practice should expose where risk really sits. A low funding margin may be offset by restrictive advance rates; a fleet purchase may inherit disputed partner balances; an electric-asset facility may assume utilisation unsupported by contracts. The Senior Partner must quantify these issues before terms harden and ensure proposed remedies do not rely on opaque deductions or delayed payment to small operators.

Vehicle title, security and cash control require operational diligence as well as legal review. Assets may be subleased, cross-border, under repair or subject to customer custody when a lender expects a clean collateral pool. The partner will reconcile registries, physical samples, insurance and servicing records and test how quickly control can be exercised without breaching customer or driver rights. Recovery assumptions must reflect realistic process, cost and reputation.

Why this seat is open

Two unexpected fleet mandates arrived alongside the illness of the partner who previously covered them part-time. The council created an urgent, unplanned specialist seat rather than stretch generalist deal teams. The appointee will inherit controlled pursuits, subject to fresh conflict and feasibility review.

What you will own

• Build transaction and financing cases from vehicle cohort, customer contract, provider payment, insurance and residual evidence.
• Lead commercial, financial and operational diligence into fleet assets and partner liabilities.
• Design debt, lease, joint-venture or sale structures with transparent downside, covenant and control consequences.
• Test how proposed value actions affect driver cash flow, contract fairness and operating continuity.
• Negotiate with investors, lenders and counterparties while disclosing firm relationships and preserving independence.
• Establish clear acceptance boundaries for simultaneous buy-side, sell-side, restructuring and lender work.
• Track transaction assumptions into the first operating year where clients retain implementation responsibility.
• Build principals who can connect capital documents to vehicle and partner operations.

The first 12 months

In 60 days, review inherited mandates, reconstruct their critical fleet assumptions and identify any advice requiring qualification. Establish an integrated diligence checklist and information barriers. By day 90, lead one investment or funding committee through a downside case that includes partner liabilities, vehicle downtime and customer concentration.

By month six, complete at least one financing or transaction on terms consistent with the operating case and decline or restructure one proposal whose risk allocation is unsound. Create portfolio evidence that follows utilisation, partner payment and covenant performance after close. Develop a repeatable fleet-capital method without reducing every situation to one structure.

At twelve months, deliver agreed advisory revenue and contribution, with all completed mandates collecting on schedule and passing internal quality review. Client facilities or deals should remain inside the base downside parameters, 95% of identified partner liabilities should be resolved or provided for at close, and no undisclosed independence issue should arise. Two principals should independently lead diligence workstreams.

What the board will measure

• Transaction and funding decisions changed by operating evidence.
• Downside protection and covenant realism after completion.
• Transparent treatment of driver obligations and disputed liabilities.
• Commercial quality, collections and independence of the practice.
• Client value without reliance on one favoured capital provider or structure.
• Growth of capital-and-fleet judgement below partner level.

The person

You have 22–28 years in transaction advisory, investment banking, debt advisory, principal investing or fleet finance, with material operating diligence exposure. You have completed asset-backed and corporate structures and can trace their terms into driver, vehicle and customer behaviour. European fleet, leasing or logistics experience is strongly preferred.

Your completed mandates should exceed €750 million in aggregate transaction or financing value, with leadership of multidisciplinary teams and board or investment-committee access. You can identify a deal you changed because a partner liability or asset assumption was wrong. References will address independence, negotiation conduct and whether your downside cases proved useful after close.

The role is hybrid in Amsterdam with European client travel and reports to the Global Managing Partner and regional partner council.

Compensation and terms

The base range is €240,000–320,000 plus annual incentive based on advisory quality, completed value, independence, collections and leadership. This hybrid Amsterdam advisory appointment reports through global and regional partner governance. Notice and regulated or client restrictions will be assessed alongside urgent portfolio needs.

Confidentiality

The firm, clients, funding providers, assets and live terms remain confidential. Mandate detail follows suitability, conflict and regulatory review and a mutual undertaking. Values are rounded and situations composite; candidates must not canvass lenders, advisers or fleet operators to infer identities.