Managing Partner – Growth Advisory — Subscription-Mobility Portfolio

The mandate

Fleet and subscription clients are procuring electric vehicles faster than they are redesigning customer propositions. Many still price around conventional mileage, replacement and maintenance assumptions, while drivers and households face unfamiliar charging, range and return conditions. Corporate buyers want emissions evidence alongside service certainty. The advisory partnership needs a growth leader who can turn fleet transition into propositions customers will adopt and renew, with economics that survive beyond grants or introductory pricing.

The Managing Partner will influence approximately 525 employees and partners across growth strategy, pricing, customer experience, analytics, operations and sustainability. The firm has technical electrification capability; this role owns market and commercial choices and must integrate technical constraints before recommending growth. Assignments will range from consumer subscriptions and corporate fleets to manufacturer-backed services and charging bundles.

Growth advice must be independent of vehicle and infrastructure vendors. It should distinguish customer demand from procurement enthusiasm and test whether charging responsibility, downtime and residual risk are clearly allocated. The partner will be expected to challenge clients whose transition headline outruns operational readiness, even when a launch would produce immediate advisory fees.

Consumer and small-business conduct is a further source of growth risk. Subscription propositions may bundle insurance, credit, maintenance or energy in ways customers cannot easily compare, while early termination and mileage charges drive attractive modelled margin. The partner must bring legal and fair-value specialists into proposition design, test comprehension before launch and ensure projected renewal is not dependent on customers misunderstanding obligations.

Why this seat is open

The previous UK growth leader left unexpectedly following a personal relocation. An interim partner covers key accounts, but electrification work is fragmented and two major proposals require senior commercial judgement. This urgent replacement will review inherited commitments and set a sharper practice thesis rather than reproduce the former partner's portfolio.

What you will own

• Define evidence-led growth propositions for household, professional-driver and enterprise subscription use cases.
• Lead customer segmentation, willingness-to-pay, pricing and retention work grounded in charging and vehicle reality.
• Build demand cases by cohort and route, separating contracted intent, stated interest and proven behaviour.
• Advise on manufacturer, financier, energy and service partnerships with transparent risk allocation.
• Establish proposition readiness gates spanning customer terms, operations, support, data and conduct.
• Originate and deliver high-quality board assignments while refusing vendor-funded conclusions or unsupported launch claims.
• Develop partners and directors who combine commercial creativity with fleet-economic discipline.
• Govern engagement margin, collections, conflicts and post-project outcome review.

The first 12 months

In 90 days, audit current pursuits and active client commitments, meet inherited account sponsors and review live electric subscriptions with users and operations. Publish a point of view on scalable use cases and identify claims the practice will not make. Re-scope any proposal whose demand case excludes charging or downtime consequences.

By month six, win and lead two strategy-to-launch assignments, introduce one common customer-economics method and establish independent alliance governance. At least one client should complete a controlled proposition pilot with matched comparison and explicit continuation criteria. Appoint account and delivery leaders beneath partner level.

At twelve months, produce finance-verified commercial change in at least three clients through pricing, renewal, customer mix or avoided capital. The practice should achieve agreed revenue and contribution with more than half of new work spanning multiple capabilities. Two directors should lead major work independently, no engagement should carry an unresolved independence breach, and post-launch evidence should be collected on every implemented proposition.

What the board will measure

• Client growth and retention outcomes supported by operating and economic evidence.
• Quality and profitability of the advisory portfolio, including collections.
• Independence from equipment, finance and charging interests.
• Willingness to stop or stage client launches when demand or operations are unproved.
• Collaboration across growth, fleet, energy and sustainability expertise.
• Successor account and delivery leadership beyond the Managing Partner.

The person

You have 28+ years in mobility growth, subscription, fleet services, automotive commercial leadership or strategy advisory. Current managing partners and operating executives with a demonstrable advisory business are relevant. You have taken at least one electrified or asset-backed proposition from customer evidence into scaled operation and can explain where adoption diverged from research.

Your accountable portfolio should exceed £350 million of client revenue, transactions or assets and involve at least 350 employees and partners. You bring board relationships that can be served without violating restrictions. The council will probe a launch you delayed, a vendor conflict you disclosed and whether your growth claims survived cohort and cash review.

The advisory appointment is hybrid in London, involves UK and regional client travel, and reports to the Global Managing Partner and regional partner council.

Compensation and terms

Base compensation is £400,000–575,000 plus annual incentive and long-term incentive, calibrated through partnership, business and independence diligence. Reward will reflect client outcomes, quality revenue, collaboration, risk and talent. This hybrid London advisory role reports through global and regional partnership governance. Notice and restricted obligations will be examined individually.

Confidentiality

The firm, inherited clients, proposals and alliances remain confidential. Account information follows mutual suitability, conflict clearance and a signed undertaking. Figures and situations have been generalised; candidates must not seek confirmation from fleets, manufacturers, investors or other advisers.