Managing Partner – Growth Advisory — Subscription-Mobility Portfolio

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 technology-enabled mobility and transport platform. The immediate arena is the subscription-mobility portfolio during a fleet-electrification programme. For mandate 436, 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 £5,050 million in gross bookings and fleet portfolio, with activity spanning several subscription-mobility portfolio customer, product and delivery clusters rather than a single asset. The Managing Partner – Growth Advisory Mobility remit carries direct influence over roughly 525 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 subscription-mobility portfolio. The Managing Partner – Growth Advisory Mobility seat must resolve a fleet-electrification programme, while preserving the underlying strengths of the subscription-mobility portfolio. For mandate 436, 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 subscription-mobility portfolio is expected to end with origination diversity, partner leverage and recurring board mandates. In mandate 436, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Managing Partner – Growth Advisory — Subscription-Mobility Portfolio seat following an accelerated leadership transition. Interim accountability is in place for the subscription-mobility portfolio, but the board wants a permanent appointment within 6–8 weeks because a fleet-electrification programme cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Managing Partner – Growth Advisory value-creation thesis for the subscription-mobility portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately £5,050 million in gross bookings and fleet portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Growth Advisory Mobility organisation of about 525 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the subscription-mobility portfolio economics and execution constraints created by a fleet-electrification programme, 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 subscription-mobility portfolio; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 436.
• Build the Managing Partner – Growth Advisory’s three-year succession and capability plan for the subscription-mobility portfolio, reducing dependence on individual executives and improving mobility across the wider Mobility organisation.

The first 12 months

• Days 1–90: Validate the subscription-mobility portfolio 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 subscription-mobility portfolio, 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 subscription-mobility portfolio 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 subscription-mobility portfolio 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 subscription-mobility portfolio’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Growth Advisory mandate’s highest-priority subscription-mobility portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical subscription-mobility portfolio 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 subscription-mobility portfolio operating constraint behind a fleet-electrification programme, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 436: 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 Mobility or adjacent enterprise. In relation to the subscription-mobility portfolio, 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 mobility, logistics, automotive, travel technology or consumer platforms 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 Mobility 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 £2,950 million and led an organisation of at least 375 people. Advisory seats require equivalent subscription-mobility portfolio client-value ownership and multi-disciplinary leadership.

For mandate 436, the board wants two transitions: a difficult subscription-mobility portfolio portfolio choice and a leadership-system change during a fleet-electrification programme. As the prospective Managing Partner – Growth Advisory for this subscription-mobility portfolio, you must challenge optimistic cases and still create followership. References for mandate 436 must distinguish your contribution from the institution around you.

The Managing Partner – Growth Advisory must be based in London; international relocation is supported, but this Mobility 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 Mobility governance forum.
• Proven Managing Partner – Growth Advisory ownership of at least £2,950 million and leadership of no fewer than 375 employees in a comparable subscription-mobility portfolio context.
• One completed Mobility 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 mobility, logistics, automotive, travel technology or consumer platforms; experience that is purely functional and lacks Managing Partner – Growth Advisory-level subscription-mobility portfolio consequences will not meet the bar.
• Willingness to meet the London location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 436.

Compensation and terms

The anticipated Managing Partner – Growth Advisory package is £400,000–575,000 base + annual incentive and LTI, calibrated to the final subscription-mobility portfolio scope and the candidate’s current mix. Any long-term participation for mandate 436 follows standard vesting and performance conditions. The Managing Partner – Growth Advisory appointment in London, centred on the subscription-mobility portfolio, 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 436.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 436. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 436.