Managing Partner – Sector Advisory — Cloud Platform

The mandate

A listed technology platform is creating a sector-led advisory franchise around its cloud capabilities. Early work has opened board relationships, but partner economics vary and too much delivery depends on a few senior individuals. A growth-stage governance reset requires a proposition that can deepen anchor clients, develop partners and earn continued investment.

The Managing Partner – Sector Advisory will influence client work connected to approximately ₹1,900 crore in annual recurring revenue and lead around 625 employees and material partners. Scope includes sector proposition, board origination, account portfolio, partner deployment, delivery quality, intellectual property, economics and talent. Accountability sits with the Global Managing Partner, alongside the regional partner council that governs investment and performance.

Sector choice must be deliberate. The practice should focus where regulation, operating workflows, data and cloud economics create a differentiated advisory problem. Generic cloud transformation cannot justify specialist investment. Each sector thesis needs client evidence, addressable demand and a clear link to the platform’s capability.

Anchor accounts will be assessed on complete economics and relationship depth. Revenue, partner time, delivery leverage, working capital, platform consumption, conflicts and concentration should be visible. The new leader will deepen value where multiple board sponsors and recurring problems exist while reducing dependence on one relationship owner.

Origination will begin with specific board issues. Account plans need sector hypotheses, relevant evidence and a decision path. Meetings and pipeline volume are not outcomes. The Managing Partner will be expected to convert trusted access into well-scoped work and to decline pursuits where the firm lacks credibility or conflicts cannot be managed.

Partner productivity will balance origination, shaping and delivery accountability. Senior partners should remain answerable for outcomes without occupying work that develops principals. Staffing must combine sector judgement, cloud expertise, data and implementation. Utilisation cannot reward unnecessary hierarchy.

An investable proposition requires reusable methods. Sector diagnostics, value models, migration choices and governance playbooks should accelerate judgement while stating their limits. Reuse must improve quality and margin, not force identical answers on clients with different obligations or architecture.

Engagement economics will include discounts, specialists, subcontractors, cloud demonstrations, write-offs and collections. Benefits cases need customer, cash, capability or controlled-risk measures. The practice should test whether client outcomes survived after the team left before using them as credentials.

Growth-stage governance will clarify investment and stop gates. New sectors, hires and tools should have demand, capability, economics and review dates. The council needs early visibility when an attractive proposition is not converting or when founder-style exceptions weaken scale.

The organisation will create a partner bench rather than a star system. Principals and future partners need co-owned relationships, sector authority and consequential delivery. Succession will make client trust portable across the practice while retaining the judgement that built it.

Why this seat is open

This urgent new advisory seat replaces distributed responsibility for the sector proposition. Interim partners protect live clients, but the council intends to appoint within six to eight weeks before the next investment and senior-hiring choices.

What you will own

• Select sectors where cloud advisory has a defensible right to win.
• Influence work linked to a ₹1,900 crore ARR platform.
• Deepen anchor clients through multi-threaded board relationships.
• Improve partner leverage, contribution and delivery accountability.
• Build reusable sector methods with measurable client impact.
• Lead approximately 625 employees and partners with succession depth.
• Govern sector investment through demand and economic gates.
• Give the council transparent concentration and downside choices.

The first 12 months

The first 90 days should reconcile client concentration, pipeline, partner capacity and engagement economics. Meet the 30 stakeholders most consequential to the franchise, including anchor clients, former clients, partners, principals and cloud leaders. Assess talent and agree sector investment gates.

Months four to nine should narrow sectors, strengthen anchor-account plans and reset low-leverage delivery. Hire selectively and codify evidence from successful engagements. Initial value may appear through repeat board work, better contribution, lower concentration or a weak proposition stopped.

By year end, anchor-client growth, partner productivity and proposition economics should support continued investment. Delivery must remain within 10% of approval and forecasts should reconcile pipeline, cash, clients and people for three quarters. Material exceptions will require closure evidence accepted outside the accountable team, while any severe escalation must be resolved inside 30 days.

What the partner council will measure

• Revenue and qualified pipeline by sector, client and sponsor.
• Contribution after partner time, specialists, write-offs and cash collection.
• Repeated client outcomes supported after engagement departure.
• Principals progressing through owned origination and delivery.
• Retain more than nine in ten pivotal advisers and ready cover for seven in ten direct roles.
• Investment stopped when sector evidence fails agreed gates.

The person

You are a Managing Partner, Practice Leader or Senior Partner with 28 or more years in software, cloud, platforms, IT services or technology-enabled business services. You bring trusted board relationships and evidence of building partner economics beyond personal billings.

Your accountable P&L, book, budget or equivalent client-value portfolio has been at least ₹1,100 crore, and you have led 450 or more people. Your intervention must have held for two reporting periods.

You combine sector judgement, cloud fluency and practice leadership. You can stop attractive pursuits, develop future partners and distinguish your own contribution from the firm’s brand.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and LTI. The advisory appointment is onsite in Pune and expects relocation, though structured weekly commuting may be considered during the first quarter; a client and conflict transition up to six months is acceptable.

Confidentiality

The firm, clients, sector thesis and practice economics remain confidential. Identifying information follows conflict and mutual-fit review under an undertaking.