Partner – Executive Advisory — Wealth Division

The mandate

A multinational-owned advisory firm is creating a proposition for wealth boards whose strategic ambitions depend on leadership behaviour, not another organisation chart. One immediate client problem is deposit growth: relationship, proposition, service and treasury choices are often understood, yet executive teams do not allocate attention or resolve trade-offs consistently. The firm wants advice that connects leadership decisions to enterprise outcomes.

The Partner – Executive Advisory will influence approximately ₹67,300 crore in client loans and deposits and lead about 1,175 employees and material partners. Scope includes board origination, executive-team counsel, decision effectiveness, succession, transformation support, client outcomes, talent and practice economics. Accountability sits with the Global Managing Partner and regional partner council.

The proposition must begin with a live enterprise challenge. For deposit growth, the team should observe how leaders decide segment focus, pricing, service capacity, client ownership and funding trade-offs. Advice will address decision rights, meeting behaviour, evidence, accountability and the capabilities needed to execute—not rely on generic leadership attributes.

Outcome measurement needs proportion. Advisory work rarely causes a financial result alone. The partner will define observable changes in executive decisions and operating behaviour, then connect them carefully to deposit persistence, client retention, delivery or risk. External conditions and management action should remain visible.

Trusted counsel requires independence. The partner must challenge a chief executive or sponsor while preserving a relationship and disclose when assessment, succession or other firm services create conflicts. Confidential individual evidence cannot become commercial currency.

The intervention model will distinguish team effectiveness from individual assessment. Some failures arise from unclear choices or information design rather than weak leaders. The partner will examine agenda setting, decision preparation, dissent, follow-through and escalation, then agree a bounded change with the chief executive. Where an individual transition is necessary, advice must protect fairness, confidentiality and continuity. Sensitive evidence gathered for one purpose cannot be reused in succession, sales or unrelated staffing without explicit authority.

Commercial discipline matters because trusted-adviser work can consume unlimited senior time. Engagement scope, access, decision moments and client ownership should be explicit. The partner will price for scarce attention, use other advisers where they add distinct value and decline open-ended retainers whose outcomes or conflicts cannot be governed.

Client referenceability will depend on discretion as well as results.

Reusable intellectual property should capture decision patterns, evidence and intervention methods while protecting client context. Senior advisers need apprenticeship in real executive forums, not only classroom accreditation.

Why this seat is open

This planned new role belongs to the next operating model. A four-to-six-month search permits arrival before the next capital and talent cycle, with current accountabilities remaining in place.

What you will own

• Build a board-level executive-advisory proposition tied to enterprise outcomes.
• Steward client work across ₹67,300 crore in loans and deposits.
• Diagnose real executive decisions, accountabilities and team behaviour.
• Connect interventions carefully to deposit, client, delivery and risk results.
• Govern assessment, succession, confidentiality and conflicts.
• Create reusable methods without generic or decontextualised advice.
• Lead 1,175 employees and partners with strong advisory succession.
• Originate trusted board relationships and repeat work.

The first 12 months

In the first 90 days, review client demand, relationships, methods, evidence and talent. Meet the 30 stakeholders most consequential to the proposition, including chairs, chief executives, wealth leaders and delivery partners. Observe actual decision forums, assess the team and agree partner-council gates for offerings and hiring.

Months four to nine should launch signature work, codify methods and build multi-partner sponsorship. Fill senior capability gaps and stop generic offerings that cannot link to decisions. The first value should appear in a repeat mandate, stronger executive choice, improved client outcome or a validated change in team effectiveness.

By year end, origination, counsel quality and measurable client outcomes should show repeatable progress. The value case must remain within 10% of baseline and forecasts should reconcile pipeline, cash, delivery and people across three quarters. Priority quality risks require independent closure proof; severe escalation cannot remain unresolved beyond 30 days.

What the partner council will measure

• Board and chief executive relationships converted into repeat mandates.
• Observable decision and team changes linked carefully to enterprise outcomes.
• Deposit and client results without overstated attribution.
• Quality, confidentiality and reuse of advisory methods.
• Retention of at least 90% of pivotal talent and immediate cover for 70% of direct reports.
• Quantified improvement in counsel quality with named evidence ownership.

The person

You are an Executive Advisory Partner, Organisation Partner or senior banking counsellor with 22–28 years in advisory or regulated banking. You have worked directly with boards and executive teams through consequential choices.

Your accountable book, P&L, budget or portfolio has been at least ₹39,050 crore, and you have led 825 or more people. You can evidence advice that changed leadership behaviour and enterprise outcomes over two reporting periods.

You distinguish trusted counsel from agreeable coaching, handle confidential evidence with restraint and can explain your contribution without claiming the client’s work as your own.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. The advisory appointment follows a hybrid Mumbai pattern and can accommodate notice up to six months.

Confidentiality

The firm, clients and individual evidence remain confidential. Composite circumstances cannot identify an assignment.