Managing Partner – Value Creation — Finance-Services Hub

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 multinational global-capability-centre network. The immediate arena is the finance-services hub during a leadership succession. For mandate 214, 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 ₹3,900 crore in annual global services budget, with activity spanning several finance-services hub customer, product and delivery clusters rather than a single asset. The Managing Partner – Value Creation Global Capability Centres remit carries direct influence over roughly 2,975 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 finance-services hub. The Managing Partner – Value Creation Global Capability Centres seat must resolve a leadership succession, while preserving the underlying strengths of the finance-services hub. For mandate 214, 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 finance-services hub is expected to end with repeatable client impact, senior hiring and durable fee growth. In mandate 214, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the Managing Partner – Value Creation — Finance-Services Hub seat. The incumbent continues to lead the finance-services hub through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a leadership succession is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the Managing Partner – Value Creation value-creation thesis for the finance-services hub, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹3,900 crore in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Value Creation Global Capability Centres organisation of about 2,975 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the finance-services hub economics and execution constraints created by a leadership succession, 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 finance-services hub; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 214.
• Build the Managing Partner – Value Creation’s three-year succession and capability plan for the finance-services hub, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the finance-services hub 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 finance-services hub, 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 finance-services hub 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 finance-services hub 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 finance-services hub’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Value Creation mandate’s highest-priority finance-services hub risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical finance-services hub 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 finance-services hub operating constraint behind a leadership succession, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 214: 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 Global Capability Centres or adjacent enterprise. In relation to the finance-services hub, 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 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 – Value Creation brief.

As a Managing Partner – Value Creation 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 ₹2,250 crore and led an organisation of at least 2,075 people. Advisory seats require equivalent finance-services hub client-value ownership and multi-disciplinary leadership.

For mandate 214, the board wants two transitions: a difficult finance-services hub portfolio choice and a leadership-system change during a leadership succession. As the prospective Managing Partner – Value Creation for this finance-services hub, you must challenge optimistic cases and still create followership. References for mandate 214 must distinguish your contribution from the institution around you.

The Managing Partner – Value Creation role in Global Capability Centres is based in Gurugram; 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 Global Capability Centres governance forum.
• Proven Managing Partner – Value Creation ownership of at least ₹2,250 crore and leadership of no fewer than 2,075 employees in a comparable finance-services hub context.
• One completed Global Capability Centres 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 GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks Managing Partner – Value Creation-level finance-services hub consequences will not meet the bar.
• Willingness to meet the Gurugram location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 214.

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 finance-services hub scope and the candidate’s current mix. Any long-term participation for mandate 214 follows standard vesting and performance conditions. The Managing Partner – Value Creation appointment in Gurugram, centred on the finance-services hub, 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 214.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 214. 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 214.