Partner – Executive Advisory — Industry-Solutions Business

The mandate

Fresh funding has created the means to build an advisory proposition linking leadership choices with enterprise outcomes in an industry-solutions business. The opportunity is attractive, but capital has arrived before a fully repeatable commercial and delivery system. Individual senior advisers can open doors, and technical teams can solve difficult problems, yet the connection between executive counsel, applied AI and sustained operating value is inconsistent. The Partner – Executive Advisory will make that connection distinctive and scalable.

The business encompasses approximately ₹950 crore in AI product and services revenue and roughly 400 employees and material partners across India, Bengaluru and the wider operating region. It sits between industry expertise, leadership advisory, product capability and transformation delivery. The post-funding challenge is to invest fast enough to capture demand while resisting premature hiring, diffuse propositions and expensive pursuits without a decision owner.

This is not a technology-sales role presented as counsel. The appointee must begin with the enterprise choice: where leadership alignment, organisation capability or governance prevents an AI-enabled solution from producing its intended result. Advice must remain independent, grounded in evidence and connected to measurable client action. The firm wants senior relationships that deepen because outcomes improve, not because a sequence of loosely connected projects is sold.

Why this seat is open

This is a planned replacement with an agreed handover. The incumbent continues to lead the industry-solutions business while the firm completes a confidential four-to-six-month assessment and diligence process. Customer, employee and partner communication will be deliberately sequenced. The advisory appointment is permanent, hybrid and based in Bengaluru, reporting to the Global Managing Partner and regional partner council.

What you will own

You will define a compact proposition portfolio around leadership decisions where industry context and AI capability genuinely change the answer. Each offer requires a clear buyer, measurable client outcome, method, evidence threshold and delivery model. You will decide which current concepts deserve funding, which need an anchor client before expansion and which should stop. Capital requests must show learning and commercial proof rather than rely on market enthusiasm.

Senior-client origination is a direct accountability. You will frame consequential questions with chief executives and boards, qualify whether the firm can add distinctive value and mobilise the appropriate principals, industry specialists and technical leaders. Account leadership and credit should encourage collaboration. Pursuits need disciplined review of access, outcome ownership, conflicts, technical feasibility and likely contribution before scarce senior capacity is committed.

The team must grow in capability as well as size. You will coach principals through origination and counsel, create roles for delivery leaders in executive conversations and identify future partners. External appointments should close evidenced gaps. Engagement assurance should follow promised leadership and enterprise outcomes through implementation, including adoption and governance, rather than declaring success at recommendation or technical release.

The first 12 months

In the first 90 days, review the funded plan, live pipeline, priority accounts and talent map. Test the proposition with clients and colleagues who can challenge its assumptions. Examine recent work to understand where counsel changed an executive decision, where delivery produced value and where the link broke. Agree portfolio gates, investment limits and a board-level scorecard with the partner council.

From months four to nine, concentrate resources on the strongest propositions, originate anchor work and implement one pursuit-to-impact discipline. Reset or retire concepts without sufficient demand. Develop principals through named account and engagement responsibilities, address pivotal hiring gaps and demonstrate an early client outcome that joins leadership change with an applied-AI or industry-solutions result.

By month twelve, origination, counsel quality and measurable client outcomes should form a repeatable pattern. The forward plan should reconcile qualified demand, partner attention, delivery capacity and investment. A credible bench must be visible beneath the appointee, and further capital should be tied to evidence from real client decisions rather than activity metrics.

What the board will measure

The annual economics should remain within 10% of approval, supported by early disclosure of variance. Forecasts for three consecutive quarters need to align contracted and qualified revenue, cash, customer outcomes and workforce requirements. The constraint created by post-funding scale-up must show a measurable improvement from an agreed baseline, with one person responsible for data integrity.

The firm will test whether its reputation and operating system are protected while growth accelerates. Priority client, conduct and execution issues should close by agreed dates with proof of sustained remedy. Critical-talent retention should be at least 90%, and 70% of direct reports should have ready-now successors. Material surprises cannot be withheld from governance, nor can severe escalations drift without a decision beyond 30 days.

The person

You are a Partner, Principal or senior executive adviser with 22–28 years in AI, enterprise software, cloud, data infrastructure, analytics, applied research or a similar advisory environment. You have directly owned at least ₹550 crore of P&L, book, budget or client-value portfolio and led at least 275 people across multiple disciplines.

Your record combines repeated senior-client origination with development of principals and future partners. You can point to a new advisory proposition, a difficult investment or portfolio choice and client outcomes that survived beyond the initial engagement. The board expects an adviser who challenges optimistic cases constructively and can distinguish personal contribution from brand access. References should verify both commercial and people impact.

Compensation and terms

The anticipated package is ₹2.2–3.0 crore fixed plus performance variable, calibrated to final industry-solutions scope and current mix. A structured transfer of clients and conflicts lasting up to six months can be accommodated. The position provides regular exposure to the board and investment committee.

Confidentiality

The organisation, incumbent and client details will be identified only after reciprocal interest and a suitable confidentiality undertaking. Published market, scale and situation facts are intentionally composite rather than a coded description of a named firm.