Managing Partner – Growth Advisory — Vehicle-Software Programme

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 integrated automotive and components manufacturer. The immediate arena is the vehicle-software programme during a plant-footprint reset. For mandate 286, 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 ¥12,150 billion in regional revenue and programme portfolio, with activity spanning several vehicle-software programme customer, product and delivery clusters rather than a single asset. The Managing Partner – Growth Advisory Automotive remit carries direct influence over roughly 1,150 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 vehicle-software programme. The Managing Partner – Growth Advisory Automotive seat must resolve a plant-footprint reset, while preserving the underlying strengths of the vehicle-software programme. For mandate 286, 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 vehicle-software programme is expected to end with origination diversity, partner leverage and recurring board mandates. In mandate 286, 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 — Vehicle-Software Programme 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 vehicle-software programme 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 vehicle-software programme, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ¥12,150 billion in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Growth Advisory Automotive organisation of about 1,150 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the vehicle-software programme economics and execution constraints created by a plant-footprint reset, 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 vehicle-software programme; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 286.
• Build the Managing Partner – Growth Advisory’s three-year succession and capability plan for the vehicle-software programme, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the vehicle-software programme 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 vehicle-software programme, 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 vehicle-software programme 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 vehicle-software programme 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 vehicle-software programme’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Growth Advisory mandate’s highest-priority vehicle-software programme risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical vehicle-software programme 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 vehicle-software programme operating constraint behind a plant-footprint reset, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 286: 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 Automotive or adjacent enterprise. In relation to the vehicle-software programme, 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 automotive, industrial manufacturing, mobility, components or engineering services 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 Automotive 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 ¥7,050 billion and led an organisation of at least 800 people. Advisory seats require equivalent vehicle-software programme client-value ownership and multi-disciplinary leadership.

For mandate 286, the board wants two transitions: a difficult vehicle-software programme portfolio choice and a leadership-system change during a plant-footprint reset. As the prospective Managing Partner – Growth Advisory for this vehicle-software programme, you must challenge optimistic cases and still create followership. References for mandate 286 must distinguish your contribution from the institution around you.

The Managing Partner – Growth Advisory must be based in Tokyo; international relocation is supported, but this Automotive 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 Automotive governance forum.
• Proven Managing Partner – Growth Advisory ownership of at least ¥7,050 billion and leadership of no fewer than 800 employees in a comparable vehicle-software programme context.
• One completed Automotive 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 automotive, industrial manufacturing, mobility, components or engineering services; experience that is purely functional and lacks Managing Partner – Growth Advisory-level vehicle-software programme consequences will not meet the bar.
• Willingness to meet the Tokyo location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 286.

Compensation and terms

The anticipated Managing Partner – Growth Advisory package is ¥75–105 million base + annual incentive and LTI, calibrated to the final vehicle-software programme scope and the candidate’s current mix. Any long-term participation for mandate 286 follows standard vesting and performance conditions. The Managing Partner – Growth Advisory appointment in Tokyo, centred on the vehicle-software programme, 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 286.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 286. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 286.