Partner – Executive Advisory — Wealth Division

The mandate

The enterprise is entering a phase in which leadership must resolve a new advisory proposition linking leadership choices to enterprise outcomes within a multinational-owned regulated universal or specialist bank. The immediate arena is the wealth division during a deposit-growth challenge. For mandate 066, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Partner – Executive Advisory operating perimeter covers approximately ₹67,300 crore in loan and deposit book, with activity spanning several wealth division customer, product and delivery clusters rather than a single asset. The Partner – Executive Advisory Banking remit carries direct influence over roughly 1,175 colleagues and third-party capacity.

The board and its investment committee want a Partner – Executive Advisory who can convert ambiguity into a short list of explicit choices for the wealth division. The Partner – Executive Advisory Banking seat must resolve a deposit-growth challenge, while preserving the underlying strengths of the wealth division. For mandate 066, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Partner – Executive Advisory’s first year on the wealth division is expected to end with origination, counsel quality and measurable client outcomes. In mandate 066, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Partner – Executive Advisory — Wealth Division seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the wealth division remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the Partner – Executive Advisory value-creation thesis for the wealth division, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹67,300 crore in loan and deposit book, including allocation, risk acceptance and board forecasts.
• Lead the Partner – Executive Advisory Banking organisation of about 1,175 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the wealth division economics and execution constraints created by a deposit-growth challenge, with Partner – Executive Advisory-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Partner – Executive Advisory operating review across commercial, customer, financial, people, technology and risk outcomes for the wealth division; remove reconciliations that obscure accountability.
• Show repeated senior-client origination plus responsibility for developing principals and future partners in mandate 066.
• Build the Partner – Executive Advisory’s three-year succession and capability plan for the wealth division, reducing dependence on individual executives and improving mobility across the wider Banking organisation.

The first 12 months

• Days 1–90: Validate the wealth division baseline, meet the 30 stakeholders most consequential to a new advisory proposition linking leadership choices to enterprise outcomes, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Partner – Executive Advisory portfolio and organisation choices for the wealth division, 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 wealth division trend against origination, counsel quality and measurable client outcomes, 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 Partner – Executive Advisory’s agreed first-year wealth division value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Partner – Executive Advisory forecast that remains decision-useful across three consecutive quarters and reconciles the wealth division’s operating, cash, customer and people assumptions.
• Closure of the Partner – Executive Advisory mandate’s highest-priority wealth division risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical wealth division talent and ready-now successors for at least 70% of the Partner – Executive Advisory’s direct reports.
• A quantified Partner – Executive Advisory-owned improvement in the wealth division operating constraint behind a deposit-growth challenge, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 066: 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 Partner, Principal or senior executive adviser in a multinational-owned Banking or adjacent enterprise. In relation to the wealth division, your Partner – Executive 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 financial services, payments, lending, insurance or regulated fintech will be considered where the operating model, customer stakes and governance intensity match this Partner – Executive Advisory brief.

As a Partner – Executive Advisory candidate, you bring 22–28 years of progressive Banking or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹39,050 crore and led an organisation of at least 825 people. Advisory seats require equivalent wealth division client-value ownership and multi-disciplinary leadership.

For mandate 066, the board wants two transitions: a difficult wealth division portfolio choice and a leadership-system change during a deposit-growth challenge. As the prospective Partner – Executive Advisory for this wealth division, you must challenge optimistic cases and still create followership. References for mandate 066 must distinguish your contribution from the institution around you.

The Partner – Executive Advisory role in Banking is based in Mumbai; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of Partner, Principal or senior executive adviser, with direct exposure to a board, investment committee or equivalent Banking governance forum.
• Proven Partner – Executive Advisory ownership of at least ₹39,050 crore and leadership of no fewer than 825 employees in a comparable wealth division context.
• One completed Banking or adjacent-sector example of a new advisory proposition linking leadership choices to enterprise outcomes with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from financial services, payments, lending, insurance or regulated fintech; experience that is purely functional and lacks Partner – Executive Advisory-level wealth division consequences will not meet the bar.
• Willingness to meet the Mumbai location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 066.

Compensation and terms

The anticipated Partner – Executive Advisory package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final wealth division scope and the candidate’s current mix. Any long-term participation for mandate 066 follows standard vesting and performance conditions. The Partner – Executive Advisory appointment in Mumbai, centred on the wealth division, offers regular exposure to the board and its investment committee. A structured client and conflict transition of up to 6 months can be accommodated for mandate 066.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 066. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 066.