Partner – Executive Advisory — Developer-Tools Business

The mandate

A multinational-owned advisory platform is developing an executive-advisory proposition that links leadership decisions to enterprise outcomes. Developer-tools clients pursuing margin recovery need more than assessment or coaching: boards want evidence that accountabilities, appointments and team behaviour change product, customer and economic delivery. An accelerated partner transition makes proposition ownership urgent.

The Partner – Executive Advisory will influence client work associated with approximately ₹1,800 crore in annual recurring revenue and lead around 725 employees and material partners. Scope includes board origination, executive assessment, team effectiveness, organisation choices, succession, engagement quality, methods and practice economics. Accountability rests with the Global Managing Partner and regional partner council.

The proposition will begin with an enterprise decision. Margin recovery may require product focus, pricing, engineering capacity, service design or leadership change. Advisory work should clarify the outcome, authority and evidence before assessing individuals. Personality insights without business consequence will not be sufficient.

Executive assessment will use observed decisions and track record. The Partner will examine how leaders handled customer trade-offs, resource constraints, technical debt and operating variance. References should distinguish personal contribution from market conditions or company brand. Development is appropriate when time and evidence support it; otherwise the board needs a clear appointment recommendation.

Senior-team effectiveness will be tested in live governance. Reserved decisions, information, conflict, escalation and follow-through should be visible in real portfolio or investment forums. Workshops may create shared language, but results depend on changed decisions and accountability afterwards.

Margin economics will connect to leadership choices. Roles, incentives, spans, capacity and partner use should align with the value case. The adviser will identify when a structural or portfolio issue is being mislabelled as a people problem and when leadership avoidance is blocking an otherwise sound plan.

Origination will build institutional relationships. Board sponsors, CEOs, people leaders and investors need specific hypotheses and multiple trusted connections. Principals should gain meaningful exposure and co-own clients. The Partner’s success cannot depend entirely on personal access.

Engagement baselines require customer, cash, capability and risk measures. Advisory teams should state what they influence and what the client owns. Post-engagement review will test whether leadership actions were taken and enterprise outcomes moved, without claiming value created by client operators alone.

Reusable methods will encode questions, evidence and decision patterns with context limits. Executive data requires strict purpose, consent, access and retention. Sensitive assessment information cannot become a broad talent database or informal political tool.

The practice will develop principals and future partners through origination, assessment judgement and board counsel. Economics should include partner time, specialist support, write-offs and collections. Low-value custom work without learning or client impact should end.

Why this seat is open

An accelerated transition created an urgent replacement requirement. Interim partner coverage protects current clients, but the council expects appointment within six to eight weeks so proposition, relationship and talent decisions regain single ownership.

What you will own

• Build executive advice around consequential enterprise decisions.
• Influence client work linked to ₹1,800 crore of ARR.
• Connect assessment, appointments and team behaviour to margin outcomes.
• Originate senior-client work through institutional relationships.
• Govern sensitive executive data and evidence responsibly.
• Lead approximately 725 employees and partners with future-partner depth.
• Test enterprise outcomes after advisory work concludes.
• Give the council transparent proposition, economics and quality choices.

The first 12 months

The first 90 days should map clients, engagements, methods and succession risk. Meet the 30 stakeholders most consequential to the proposition, including boards, CEOs, former clients, people leaders, principals and margin owners. Assess talent and agree engagement gates.

Months four to nine should launch decision-linked offers, transfer key relationships and reset work without measurable outcomes. Develop principals through board assignments and codify evidence. Initial value may be a better appointment, improved conversion, stronger contribution or a client decision accelerated.

By year end, origination, counsel quality and measurable client outcomes should show repeatable strength. Performance should stay inside 10% of approval, with three quarters of forecasts aligning pipeline, cash, clients and people. Closure of any priority concern must be evidenced and accepted independently; a severe escalation has a maximum life of 30 days.

What the partner council will measure

• Leadership choices linked to sustained client enterprise outcomes.
• Qualified origination across multiple board sponsors.
• Contribution after partner time, specialists and working capital.
• Principals independently leading assessments and counsel.
• Preserve more than 90% of pivotal advisers and ready successors for 70% of direct roles.
• Executive data handled within purpose, consent and retention controls.

The person

You are a Partner, Principal or senior executive adviser with 22–28 years in software, cloud, platforms, IT services or technology-enabled business services. You have repeated senior-client origination and have developed principals and future partners.

Your accountable P&L, book, budget or equivalent client-value portfolio has been at least ₹1,050 crore, and you have led 500 or more people. Outcomes must have persisted across two reporting periods.

You understand developer-tools economics, executive assessment and board counsel. You can tell when structure, strategy or leadership is the real constraint and can challenge sponsors without turning evidence into politics.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. The advisory role is hybrid in Bengaluru and expects relocation, though structured weekly commuting may be considered initially; a client and conflict transition of up to six months is acceptable.

Confidentiality

The firm, predecessor, clients and executive information remain confidential. Details follow reciprocal interest and conflict review under mutual protection.