Partner – Organisation and Talent — Automotive-Chip Business

The mandate

An organisation-advisory platform is supporting an automotive-chip business of approximately 950 employees and material partners whose customer nominations stall between sales, product, applications, quality and operations. Decisions age because authority changes across programme stages and scarce experts serve too many accounts. The urgent new Partner – Organisation and Talent will design accountable work, capability and leadership around conversion.

The Partner owns client relationship, diagnosis, intervention, engagement economics, quality and team and reports to the Global Managing Partner and regional partner council. The client retains employment and operating decisions.

Diagnosis will trace live programme decisions: requirement freeze, customisation, qualification, capacity, change and customer escalation. Spans and layers matter only after the work and authority are understood.

Roles must carry feasible accountability. Programme leaders cannot own launch without timely engineering, quality and supply decisions. Independent technical authority must remain intact while response standards and escalation become explicit.

Capability will be mapped by decision and programme phase. Applications, safety, product engineering and customer-quality judgement require observed practice. Total headcount can conceal critical gaps.

Leadership assessment will use programme simulations and documented evidence. Workforce choices must comply with German consultation, equality and privacy. Advisers will not disguise predetermined reduction as design.

Workforce capacity will be mapped across the conversion curve. Early design engagement needs system and applications skill; qualification needs safety, quality and product engineering; volume requires operations and customer support. The Partner will show where the same expert is counted in several programmes and design staged staffing rather than permanent launch overcapacity.

Knowledge transfer will use observed decisions. A successor should lead a customer requirement review, analyse a qualification deviation or resolve a supply trade-off under supervision. Course attendance and documentation remain supporting evidence, not proof of independent readiness.

Reward and career architecture must reinforce conversion. Nomination-only sales incentives, individual technical utilisation and functional delivery targets can create hand-offs and hidden delay. Advice will align shared outcomes while protecting independent quality and safety judgement and respecting works-council rights.

Location and collaboration design will consider laboratories, secure data, customers and family constraints. Presence rules should follow work need and be applied consistently. Mobility or relocation cannot become an indirect selection mechanism that bypasses consultation or reasonable alternatives.

The client will own sustainment. Managers will operate the new decision forums, skill data and escalation without advisers. Benefits will be tested through programme cycles and finance validation, and the Partner will correct claims that depend on delayed work or exceptional overtime.

Customer-facing leadership requires special treatment. Programme directors must handle technical uncertainty without promising qualification outcomes, negotiate resource trade-offs and maintain trust through schedule change. Assessment will use realistic evidence and feedback from engineering and operations, not sales results alone.

Acquired, contractor and partner talent may carry critical capability outside formal structures. The adviser will map supervision, IP, knowledge transfer and continuity and help clients decide what must become internal. Vendor headcount will not be treated as equivalent to ready organisational capacity.

Works-council consultation will receive the real business and role rationale early enough to influence decisions. Alternatives, selection criteria and data use will be documented. The Partner will not support artificial urgency designed to compress legitimate representation or individual review.

Reward recommendations will distinguish launch effort from sustained conversion. Temporary bonuses cannot substitute for clear careers, manageable workload and accountable decisions. Any incentive change will be tested for unintended pressure on quality reporting and fair opportunity.

Client data retention will follow agreed purpose, location and deletion.

What you will own

• Diagnose design-win conversion through work and decision flow.
• Design programme, product and functional accountabilities.
• Map and build scarce capability by programme phase.
• Lead fair leadership assessment and succession.
• Support implementation on live customer programmes.
• Govern engagement quality, economics and data.
• Validate people and conversion outcomes.
• Build German semiconductor organisation advisory.

The first 12 months

In the first 45 days, stabilise the anchor engagement, trace priority programme delays and correct premature organisation conclusions.

By month six, implement decision rights, close critical capability gaps and coach leaders through live cases. Establish employee consultation and benefit evidence.

At twelve months, reduce critical decision ageing by 50%, improve protected design-win conversion by 12 points and establish ready cover for 90% of scarce roles. The Partner should originate €4 million of quality-controlled work at target contribution, with no substantiated fairness or data-governance finding.

What the partner council will measure

• Organisation choices derived from actual programme work.
• Accountability supported by authority and response standards.
• Technical independence protected.
• Capability visible by decision and phase.
• Leadership selection evidence-based and fair.
• Client outcomes sustained after adviser withdrawal.

The person

You bring 22–28 years in organisation, talent, automotive semiconductors or advisory. You have redesigned programme accountability and technical succession in Germany.

Evidence should include €15 million of cumulative advisory revenue or comparable operating value, a programme decision-flow change and a successor tested in practice. Works-council experience is required.

Compensation and terms

Base compensation is €250,000–330,000 plus annual incentive linked to client outcomes, quality, contribution, origination and talent. This onsite Dresden advisory role reports to the Global Managing Partner and regional partner council. Conflicts clearance precedes client work.

Confidentiality

The firm, client, customer programmes, employees and organisation plans are confidential. Detail follows fit, independence review and signed undertakings. Applicants must not approach potential clients to infer the mandate.