Partner – Organisation and Talent — Analytics Organisation

The mandate

A Dublin analytics organisation is shifting from project delivery into persistent data and decision-product groups. Its job architecture still rewards technical depth, project leadership and people management through separate systems, while product accountability cuts across all three. Proposed reporting changes have triggered concern about career standing, role selection and whether model governance will remain independent of product targets. The advisory partner leading organisation and talent work is departing during design.

The Partner – Organisation and Talent will advise a transition affecting approximately 1,700 employees and material partners and an analytics perimeter near €335 million. Scope covers organisation design, roles, decision rights, leadership assessment, technical careers, workforce transition, capability and employee consultation. Client leaders own employment and operating decisions. The partner supplies evidence, options, facilitation and independent quality, with particular care where private assessment influences enterprise selection.

Product ownership should not collapse healthy checks. Model validators, data stewards and risk specialists need authority that may sit outside product reporting. Principal scientists require career status without accumulating nominal direct reports. The adviser must show how accountabilities connect while avoiding a matrix in which every decision needs consensus.

The workforce transition will occur across countries and employment frameworks even though Dublin is the leadership location. Recommendations must be implementable locally, protect transparent selection and distinguish common role principles from legally necessary process differences.

Contingent specialists and vendor analysts must also fit the target model. They carry valuable product knowledge but may not be eligible for the same decision rights, career routes or data access as employees. The partner will advise where capability should be internalised, how knowledge transfer is tested and how product teams can retain flexible expertise without creating an invisible second workforce outside organisation governance.

Recommendations will state who may approve work, evaluate performance and access sensitive models for every worker category in the future organisation.

Why this seat is open

The incumbent partner is leaving sooner than planned after accepting an external executive appointment. Case directors can continue analysis, but partner-level assessment, client counsel and independence cannot remain split. Partner succession is being accelerated towards a six-to-eight-week appointment. The transition is not connected with an assessment dispute or conduct issue.

What you will own

• Translate product and model accountabilities into a practical organisation design with clear decision rights.
• Define product, engineering, science, stewardship, validation and people-leadership role families.
• Create technical and product career paths of comparable status to management progression.
• Advise on leadership selection using transparent criteria, multiple evidence sources and appropriate confidentiality.
• Preserve independent challenge for model, data and risk roles inside the product system.
• Design workforce transition and consultation principles adaptable to each affected jurisdiction.
• Establish capability plans around actual product portfolios, not generic future-skill lists.
• Govern advisory case quality, economics, conflicts and development of organisation consultants.

The first 12 months

In the first 60 days, the partner will test the target structure against live product decisions, role populations and control obligations. By day 90, client executives should approve design principles, protected challenge roles and a fair assessment process. Employees will receive clear information only after legal and representative review.

By month eight, two product groups will operate under the new accountabilities, selection will be substantially complete and technical-career standards will be tested through real promotion cases. Decision observation will identify ambiguity that charts missed, and the client will own any design correction.

At year-end, 90% of in-scope employees should map to approved roles, decision cycle time on pilot products should improve by 20% and pivotal attrition should remain below 8%. No substantiated selection or consultation breach should occur, and client leaders should run organisation governance without routine adviser facilitation.

What the board will measure

• Product decisions and independent challenge working in practice.
• Fair, explainable role and leadership selection across the workforce.
• Technical-career credibility and retention of scarce capability.
• Client independence from the advisory team after implementation.
• Advisory conduct, quality, case economics and successor development.

The person

You are an organisation and talent Partner, analytics people executive or operating-model adviser who has implemented product structures in a technical and controlled environment. You understand job architecture, assessment and employee process and can challenge an elegant design that fails under real decisions. Experience with data, software, regulated products or R&D is relevant.

You bring 22–28 years of experience and have advised scope above €190 million affecting at least 1,200 employees. The council will examine a protected control role you kept independent, a selection process you changed for fairness and an organisation design whose decision performance you measured after launch.

This is an onsite Dublin appointment with travel to affected jurisdictions.

Compensation and terms

Base compensation is €230,000–300,000 plus annual incentive. Measures will cover client outcomes, ethical transition, advisory independence, commercial quality and team depth. Sustained client dependency is not rewarded. Final terms reflect current mix and experience, and the urgent timetable remains subject to conflict and reference diligence.

Confidentiality

The client, affected products, employees and departing partner are not identified. Detailed organisation and assessment information follows qualification and mutual confidentiality. The Dublin location and rounded workforce must not be used to reverse-engineer the engagement.