Managing Partner – Growth Advisory — Multi-Function Shared-Services Network

The mandate

The enterprise is entering a phase in which leadership must resolve a growth-advisory practice seeking a second engine beyond a small anchor-client base within a multinational-owned multinational global-capability-centre network. The immediate arena is the multi-function shared-services network during a captive-to-global mandate expansion. For mandate 236, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Managing Partner – Growth Advisory operating perimeter covers approximately S$3,100 million in annual global services budget, with activity spanning several multi-function shared-services network customer, product and delivery clusters rather than a single asset. The Managing Partner – Growth Advisory Global Capability Centres remit carries direct influence over roughly 1,350 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Managing Partner – Growth Advisory who can convert ambiguity into a short list of explicit choices for the multi-function shared-services network. The Managing Partner – Growth Advisory Global Capability Centres seat must resolve a captive-to-global mandate expansion, while preserving the underlying strengths of the multi-function shared-services network. For mandate 236, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Managing Partner – Growth Advisory’s first year on the multi-function shared-services network is expected to end with origination diversity, partner leverage and recurring board mandates. In mandate 236, 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 Managing Partner – Growth Advisory — Multi-Function Shared-Services Network 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 multi-function shared-services network remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the Managing Partner – Growth Advisory value-creation thesis for the multi-function shared-services network, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately S$3,100 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Growth Advisory Global Capability Centres organisation of about 1,350 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the multi-function shared-services network economics and execution constraints created by a captive-to-global mandate expansion, with Managing Partner – Growth Advisory-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Managing Partner – Growth Advisory operating review across commercial, customer, financial, people, technology and risk outcomes for the multi-function shared-services network; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 236.
• Build the Managing Partner – Growth Advisory’s three-year succession and capability plan for the multi-function shared-services network, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the multi-function shared-services network baseline, meet the 30 stakeholders most consequential to a growth-advisory practice seeking a second engine beyond a small anchor-client base, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Managing Partner – Growth Advisory portfolio and organisation choices for the multi-function shared-services network, 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 multi-function shared-services network trend against origination diversity, partner leverage and recurring board mandates, 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 Managing Partner – Growth Advisory’s agreed first-year multi-function shared-services network value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Managing Partner – Growth Advisory forecast that remains decision-useful across three consecutive quarters and reconciles the multi-function shared-services network’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Growth Advisory mandate’s highest-priority multi-function shared-services network risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical multi-function shared-services network talent and ready-now successors for at least 70% of the Managing Partner – Growth Advisory’s direct reports.
• A quantified Managing Partner – Growth Advisory-owned improvement in the multi-function shared-services network operating constraint behind a captive-to-global mandate expansion, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 236: 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 Managing Partner, Growth Practice Head or Senior Partner in a multinational-owned Global Capability Centres or adjacent enterprise. In relation to the multi-function shared-services network, your Managing Partner – Growth 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 GCCs, shared services, enterprise technology, business services or multinational operations will be considered where the operating model, customer stakes and governance intensity match this Managing Partner – Growth Advisory brief.

As a Managing Partner – Growth Advisory candidate, you bring 28+ years of progressive Global Capability Centres or adjacent-sector experience, consistent with the 28-plus experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of S$1,800 million and led an organisation of at least 950 people. Advisory seats require equivalent multi-function shared-services network client-value ownership and multi-disciplinary leadership.

For mandate 236, the board wants two transitions: a difficult multi-function shared-services network portfolio choice and a leadership-system change during a captive-to-global mandate expansion. As the prospective Managing Partner – Growth Advisory for this multi-function shared-services network, you must challenge optimistic cases and still create followership. References for mandate 236 must distinguish your contribution from the institution around you.

The Managing Partner – Growth Advisory must be based in Singapore; international relocation is supported, but this Global Capability Centres role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Managing Partner, Growth Practice Head or Senior Partner, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven Managing Partner – Growth Advisory ownership of at least S$1,800 million and leadership of no fewer than 950 employees in a comparable multi-function shared-services network context.
• One completed Global Capability Centres or adjacent-sector example of a growth-advisory practice seeking a second engine beyond a small anchor-client base with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks Managing Partner – Growth Advisory-level multi-function shared-services network consequences will not meet the bar.
• Willingness to meet the Singapore location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 236.

Compensation and terms

The anticipated Managing Partner – Growth Advisory package is S$700,000–950,000 base + annual incentive and LTI, calibrated to the final multi-function shared-services network scope and the candidate’s current mix. Any long-term participation for mandate 236 follows standard vesting and performance conditions. The Managing Partner – Growth Advisory appointment in Singapore, centred on the multi-function shared-services network, offers regular exposure to the group board and the relevant risk and people committees. A structured client and conflict transition of up to 6 months can be accommodated for mandate 236.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 236. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 236.