Managing Partner – Growth Advisory — Data And Evaluation Platform

The mandate

A growth-advisory practice has built excellent work around a small number of anchor clients, but its next engine remains unproven. Revenue and senior attention are concentrated, partner leverage is uneven and the data and evaluation platform is not consistently translated into board-level growth choices. The Managing Partner – Growth Advisory will diversify origination without diluting trust or turning specialist capability into generic consulting.

The surrounding platform represents approximately £900 million in AI product and services revenue and about 225 employees and material partners across the UK, London and the wider region. Its capability spans data strategy, evaluation, product, commercial insight and transformation. The opportunity is to advise boards on growth decisions where evidence quality and AI economics materially alter market, proposition or investment choices.

Enterprise trust is the immediate constraint. New clients will not accept broad claims supported only by technical reputation or anchor references. They need independent judgement, clarity about limitations and measurable outcomes. The practice must show that its counsel changes a strategic decision and its delivery leaves a stronger client system behind.

Why this seat is open

This is a planned replacement with an agreed incumbent handover. Four to six months are available for assessment, diligence and controlled communication to clients, partners and employees. The permanent advisory role is hybrid in London, supports international relocation and reports to the Global Managing Partner and regional partner council.

What you will own

You will define the growth questions for which the practice has distinctive evidence and capability. Each proposition needs a senior buyer, client value mechanism, reusable method, multidisciplinary team and disqualifying conditions. Anchor accounts remain important, but investment must build portable intellectual capital and new relationships rather than deepen dependency.

Origination diversity requires partner behaviour change. You will lead strategic pursuits, create joint account plans and establish fair credit for collaboration. Pipeline governance should distinguish access, qualified mandate, contracted work and realised client value. Senior capacity must follow evidence, not the volume of speculative opportunities.

Delivery must reinforce trust. Engagements should align board question, data, evaluation, implementation and benefit ownership before scope is fixed. Assurance should surface weak evidence and adoption risk early. Reusable assets need responsible owners and evidence from application, rather than existing as presentation libraries.

The economics of diversification deserve particular attention. New-logo revenue can absorb disproportionate partner time before it becomes repeatable, while anchor work may look concentrated yet provide attractive cash and learning. You will define acquisition investment, expected conversion windows and contribution thresholds by account cohort. The partner council should be able to distinguish purposeful incubation from pursuits that remain strategically labelled because nobody has closed them.

Across the 225-person employee and partner perimeter, you will develop principals and future partners, address capability gaps and improve leverage. The practice needs leaders able to originate and deliver without depending on the appointee or anchor-client relationships. Economics should reward durable client impact and team development.

The first 12 months

During the first 90 days, examine account concentration, pipeline, engagement economics, client outcomes and partner contribution. Speak with anchor and prospective clients, assess leaders and test the proposition portfolio. Bring the partner council a focused growth thesis, account priorities, investment gates and succession actions.

From months four to nine, originate signature work beyond the anchor base, retire weak offers and implement common pursuit and value disciplines. Develop principals through consequential account responsibility, recruit only against proven gaps and demonstrate one board mandate that converts to repeat or expanded value.

At year end, origination should be more diverse, partner leverage stronger and recurring board mandates visible. The next plan must reconcile qualified demand, fees, delivery capacity and talent. Present a three-year practice case with clear actions if new-account conversion or partner productivity underperforms.

What the board will measure

The annual value case should remain within 10% of approval, with pipeline and fee variance explained prospectively. Three quarterly forecasts must reconcile contracted work, cash, client outcomes and partner capacity. A selected source of client mistrust or concentration should improve measurably from a verified baseline.

Priority engagement and reputation risks need closure by authorised dates and proof that remedies endure. Critical-talent retention should reach at least 90%, while 70% of direct reports have ready-now cover. No severe client escalation may remain without decision beyond 30 days, and material concerns must enter governance.

The person

You are a Managing Partner, Growth Practice Head or Senior Partner with at least 28 years in AI, enterprise software, cloud, data infrastructure, analytics, applied research or an adjacent advisory field. You have owned at least £500 million of P&L, book, budget or client-value portfolio and led at least 150 people.

Your evidence includes building growth beyond a concentrated account base, originating board-sponsored work and developing future partners. You can show how data and evaluation changed a client decision and how results survived after the team left. References should separate your role from the institution and anchor-client momentum.

Compensation and terms

The expected package is £400,000–575,000 base plus annual incentive and LTI, calibrated to final platform scope and current mix. Long-term awards use standard performance and vesting terms. A client and conflict transition up to six months can be structured. The post has regular access to group governance and relevant risk and people committees.

Confidentiality

The firm, anchor clients and partnership economics will be disclosed only after reciprocal interest under formal confidentiality. Published circumstances are deliberately composite.