Managing Partner – Sector Advisory — Urban-Mobility Marketplace

The mandate

Urban-mobility clients are moving from electrification announcements to irreversible decisions about vehicles, depots, charging, power and driver propositions. Many have bought assets before confirming route energy, grid access or operating behaviour; others remain trapped in pilots that never become a fleet. The advisory partnership wants a sector leader who can bring engineering, economics, regulation and workforce adoption into one board-level choice without selling a preferred vendor's answer.

The Managing Partner will steward an approximately 800-person practice perimeter through line leadership, account authority and multidisciplinary teams. The firm already has strong transactions, operations, energy and technology capabilities. What it lacks after an unexpected partner departure is a recognised mobility leader who can originate distinctive work, protect independence and ensure promised outcomes survive after recommendations.

The practice will advise marketplaces, fleet owners, public authorities, financiers and infrastructure providers. Some sit on opposite sides of the same ecosystem. Conflict judgement is therefore central: the most lucrative instruction may need to be declined, ring-fenced or sequenced. The successful partner will build trust through candour about technology uncertainty, utilisation and policy rather than presenting electrification as a foregone economic success.

Why this seat is open

The previous sector head left at short notice to take an operating role. Client relationships are covered temporarily by the regional partner council, but three live pursuits require senior mobility judgement and visible accountability. This is an urgent replacement, not a mandate to reproduce the predecessor's book. The council wants a partner able to inherit responsibly, review commitments and then set a new practice thesis.

What you will own

• Define the practice's points of view on fleet transition, charging strategy, driver adoption, total cost and policy, supported by evidence and explicit uncertainty.
• Originate and lead board-level assignments where the firm can remain independent and assemble the right disciplines.
• Review inherited proposals for scope, feasibility, conflicts and staffing before accepting commercial commitments made during interim cover.
• Build common analytical standards for route energy, asset life, utilisation, infrastructure readiness and transition economics.
• Establish delivery reviews that test whether recommendations can operate at depots and in partner networks, not only satisfy steering committees.
• Develop sector partners and directors, share client access and create succession rather than making the practice dependent on personal relationships.
• Govern alliances with vehicle, charging, data and engineering providers so referrals and methods remain transparent.
• Protect client confidentiality where market participants, authorities and capital providers are connected.

The first 12 months

In the first 60 days, meet inherited clients jointly with accountable partners, audit active proposals and visit two operating electrification programmes. By day 90, present a practice thesis, conflict map, priority accounts and talent plan. Any pursuit whose claims exceed delivery capability should be reframed before signature, even at the cost of near-term fees.

By month six, publish two evidence-led sector positions, win at least three assignments consistent with them and create one integrated delivery method used by operations, energy and finance teams. Resolve ownership of key accounts and appoint client leaders beneath partner level. Introduce post-engagement checks that compare recommendation assumptions with early operating evidence.

At 12 months, achieve agreed quality and contribution across the mobility portfolio, with at least 60% of new revenue drawn from multi-capability work rather than staff augmentation. Maintain zero unresolved independence breaches, develop two credible successor account leaders and receive client confirmation that recommendations changed capital or operating decisions. No major project should require an unplanned partner rescue because scope or staffing was misrepresented.

What the board will measure

• Distinctive, evidence-based market positioning that earns access to consequential client decisions.
• Quality of revenue, margin and collections without selling work the practice cannot deliver.
• Conflict and independence decisions, including opportunities declined or restructured.
• Client outcomes verified beyond presentation acceptance.
• Development and retention of partners, directors and specialist talent across the 800-person perimeter.
• Reputation with operators, regulators and ecosystem partners for candour rather than advocacy.

The person

You have 28+ years across senior mobility operations, sector advisory or a combination of both. Current managing partners, mobility practice leaders and former fleet or marketplace executives with substantial advisory leadership are relevant. You have helped decide a fleet transition at material scale and can discuss route, power, asset, financing and driver constraints without pretending certainty.

Your accountable client or operating portfolio should exceed ₹2,800 crore, with leadership influence over at least 550 people. You bring a portable reputation, not a list of relationships that may be restricted by prior obligations. The council will examine how you handled conflicts, corrected a team's optimistic advice and shared economics and credit with colleagues.

The advisory appointment is onsite in Mumbai, with extensive client travel and reporting to the Global Managing Partner and regional partner council.

Compensation and terms

The anticipated fixed range is ₹5.0–7.5 crore plus performance variable and long-term incentive, subject to partnership calibration, verified business and independence review. Measures will include quality revenue, client outcomes, talent development and risk. The advisory role is onsite in Mumbai and reports to global and regional partnership governance. Transition timing will consider notice and restricted obligations.

Confidentiality

The firm, inherited accounts, pursuits and alliance relationships are restricted information. Details will be provided only after reciprocal fit, conflict screening and confidentiality. Published scale is rounded and the scenario deliberately composite. Candidates must not solicit client confirmation or disclose discussions to mobility-market participants.