Managing Partner – Value Creation — Urban Infrastructure Platform

The mandate

Following two years of uneven execution, the board is addressing expansion of a value-creation practice beyond founder-led delivery within a privately held infrastructure developer and asset operator. The immediate arena is the urban infrastructure platform during a portfolio monetisation. For mandate 314, 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 – Value Creation operating perimeter covers approximately ₹29,300 crore in project and operating-asset portfolio, with activity spanning several urban infrastructure platform customer, product and delivery clusters rather than a single asset. The Managing Partner – Value Creation Infrastructure remit carries direct influence over roughly 1,825 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a Managing Partner – Value Creation who can convert ambiguity into a short list of explicit choices for the urban infrastructure platform. The Managing Partner – Value Creation Infrastructure seat must resolve a portfolio monetisation, while preserving the underlying strengths of the urban infrastructure platform. For mandate 314, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Managing Partner – Value Creation’s first year on the urban infrastructure platform is expected to end with repeatable client impact, senior hiring and durable fee growth. In mandate 314, 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 – Value Creation — Urban Infrastructure Platform 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 urban infrastructure platform 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 – Value Creation value-creation thesis for the urban infrastructure platform, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹29,300 crore in project and operating-asset portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Value Creation Infrastructure organisation of about 1,825 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the urban infrastructure platform economics and execution constraints created by a portfolio monetisation, with Managing Partner – Value Creation-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Managing Partner – Value Creation operating review across commercial, customer, financial, people, technology and risk outcomes for the urban infrastructure platform; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 314.
• Build the Managing Partner – Value Creation’s three-year succession and capability plan for the urban infrastructure platform, reducing dependence on individual executives and improving mobility across the wider Infrastructure organisation.

The first 12 months

• Days 1–90: Validate the urban infrastructure platform baseline, meet the 30 stakeholders most consequential to expansion of a value-creation practice beyond founder-led delivery, 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 – Value Creation portfolio and organisation choices for the urban infrastructure platform, 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 urban infrastructure platform trend against repeatable client impact, senior hiring and durable fee growth, 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 – Value Creation’s agreed first-year urban infrastructure platform value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Managing Partner – Value Creation forecast that remains decision-useful across three consecutive quarters and reconciles the urban infrastructure platform’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Value Creation mandate’s highest-priority urban infrastructure platform risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical urban infrastructure platform talent and ready-now successors for at least 70% of the Managing Partner – Value Creation’s direct reports.
• A quantified Managing Partner – Value Creation-owned improvement in the urban infrastructure platform operating constraint behind a portfolio monetisation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 314: 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, Operating Partner or Transformation Practice Head in a privately held Infrastructure or adjacent enterprise. In relation to the urban infrastructure platform, your Managing Partner – Value Creation track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from infrastructure, construction, utilities, transport assets or project finance will be considered where the operating model, customer stakes and governance intensity match this Managing Partner – Value Creation brief.

As a Managing Partner – Value Creation candidate, you bring 28+ years of progressive Infrastructure 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 ₹17,000 crore and led an organisation of at least 1,275 people. Advisory seats require equivalent urban infrastructure platform client-value ownership and multi-disciplinary leadership.

For mandate 314, the board wants two transitions: a difficult urban infrastructure platform portfolio choice and a leadership-system change during a portfolio monetisation. As the prospective Managing Partner – Value Creation for this urban infrastructure platform, you must challenge optimistic cases and still create followership. References for mandate 314 must distinguish your contribution from the institution around you.

The Managing Partner – Value Creation role in Infrastructure is based in Bengaluru; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of Managing Partner, Operating Partner or Transformation Practice Head, with direct exposure to a board, investment committee or equivalent Infrastructure governance forum.
• Proven Managing Partner – Value Creation ownership of at least ₹17,000 crore and leadership of no fewer than 1,275 employees in a comparable urban infrastructure platform context.
• One completed Infrastructure or adjacent-sector example of expansion of a value-creation practice beyond founder-led delivery with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from infrastructure, construction, utilities, transport assets or project finance; experience that is purely functional and lacks Managing Partner – Value Creation-level urban infrastructure platform consequences will not meet the bar.
• Willingness to meet the Bengaluru location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 314.

Compensation and terms

The anticipated Managing Partner – Value Creation package is ₹5.0–7.5 crore fixed + performance variable and LTI, calibrated to the final urban infrastructure platform scope and the candidate’s current mix. Any long-term participation for mandate 314 follows standard vesting and performance conditions. The Managing Partner – Value Creation appointment in Bengaluru, centred on the urban infrastructure platform, offers regular exposure to the chair, executive committee and principal capital sponsors. A structured client and conflict transition of up to 6 months can be accommodated for mandate 314.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 314. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 314.