Partner – Organisation and Talent — Consumer-Finance Book

The mandate

An institutionally backed advisory firm is seeing strong demand from consumer-finance leaders whose margin plans depend on organisation choices. Clients no longer want a structure chart detached from product, credit, service and technology decisions. They need advice that clarifies accountabilities, tests leadership, changes workforce economics and remains present through implementation. The current practice has valuable relationships but inconsistent methods and an imminent leadership transition.

The Partner – Organisation and Talent will influence approximately CHF 3,800 million in client assets and investments and lead about 175 employees and material partners. Scope includes board and chief executive counsel, operating-model design, executive assessment, workforce strategy, succession, change and practice economics. The role reports to the Global Managing Partner and regional partner council.

Margin compression creates dangerous shortcuts. Headcount targets can preserve low-value work, spans benchmarks can ignore risk and talent reviews can ratify the existing hierarchy. The partner must begin with strategic decisions and work, then determine roles, leadership, capacity and cost. Employee and customer consequences belong in the case.

The practice needs repeatable intellectual property without pretending that every lender shares one answer. Decision-right tools, workforce economics and leadership evidence should be reusable; recommendations must remain specific to the client’s strategy and regulatory setting.

Executive assessment will be connected to the future work, not a generic competency model. The partner should observe how leaders allocate capital, challenge credit performance and resolve customer trade-offs, then explain which behaviours can develop and which create immediate execution risk. Succession advice must distinguish readiness from familiarity with the current chief executive.

Implementation requires a social as well as structural plan. Informal influence, scarce expertise and critical hand-offs often sit outside the proposed organisation chart. The team will identify these dependencies before appointments are announced, design transition responsibilities and track whether decision speed and collaboration improve after launch.

Client benefit claims must survive workforce reality. Savings will be adjusted for severance, vacancies, contractors, overtime and capability build. Where employee consultation or regulation changes sequencing, the partner will revise milestones transparently rather than preserve a theoretical run rate.

Why this seat is open

This urgent replacement follows an accelerated transition. Interim ownership cannot carry margin-linked client mandates indefinitely, and the council seeks a permanent appointment within six to eight weeks. The process is confidential until the preferred candidate and transition plan are settled.

What you will own

• Originate and lead organisation work tied directly to strategic and margin decisions.
• Translate product, risk and service choices into accountabilities, work and workforce economics.
• Advise boards on executive assessment, succession and team effectiveness.
• Build reusable methods while protecting client-specific evidence and context.
• Govern implementation, employee consequences and realised benefits.
• Steward CHF 3,800 million of client exposure through quality and conflict choices.
• Lead 175 employees and partners with strong case leadership and succession.
• Stop engagements whose sponsor, data or implementation ownership cannot support impact.

The first 12 months

In the opening 90 days, review client relationships, active cases, methods, talent and benefit claims. Meet the 30 stakeholders most important to strategic delivery, including boards, executives, delivery leaders and people specialists. Identify mandates where structure has become detached from strategy, assess leaders and agree partner-council gates for pursuit, staffing and quality.

Months four to nine should codify the strongest methods, reshape selected client programmes and build multi-partner sponsorship. Fill critical leadership gaps and release capacity from generic diagnostics. The first value should appear in a repeat mandate, a stronger executive decision, improved leverage or a validated client outcome.

By year end, trusted counsel, senior-team effectiveness and repeatable intellectual property should form a durable trend. The practice case must remain within 10% of baseline, and forecasts should reconcile pipeline, cash, delivery and people over three quarters. Priority issues need independently evidenced closure; no severe escalation may remain unresolved beyond 30 days.

What the partner council will measure

• Board and chief executive relationships converted into repeat strategic-delivery mandates.
• Client outcomes from decision rights, workforce economics and leadership changes.
• Quality and reuse of methods without generic recommendations.
• Practice margin, partner leverage and implementation continuity.
• Retention of at least 90% of pivotal talent and ready-now succession for 70% of direct reports.
• Quantified improvement in strategy-linked organisation advice with clean data ownership.

The person

You are an Organisation Partner, People Advisory Partner or Transformation Partner with 22–28 years in advisory or a relevant regulated enterprise. You have advised senior teams and remained accountable while recommendations became operating and workforce decisions.

Your P&L, book, budget or accountable portfolio has been at least CHF 2,200 million, and you have led 125 or more people; the current perimeter is approximately 175. You can demonstrate organisation work that changed strategic delivery and sustained results over two reporting periods.

You combine trusted counsel with evidential challenge. You can tell a chief executive that a preferred structure preserves the wrong work, distinguish assessment from sponsorship and manage employee consequences with commercial realism.

Compensation and terms

Base compensation is CHF 320,000–430,000 plus annual incentive. This advisory appointment is onsite in Zurich, supports international relocation and permits notice of up to six months. Final terms reflect confirmed practice scope.

Confidentiality

The firm, clients and succession circumstances remain confidential until mutual relevance is confirmed. Rounded examples cannot be used to infer particular assignments.