Partner – Executive Advisory — Electronics Portfolio

The mandate

An automotive-electronics portfolio is pursuing regional profitability improvement, and its leadership team interprets the challenge differently. Commercial leaders emphasise pricing, engineering leaders cite platform investment, operations points to volume volatility and finance questions programme baselines. Meetings produce action lists without decisions about variants, customers, suppliers or capability. The advisory partnership has created a new executive-advisory Partner role to improve how the team makes and sustains those choices.

The partner will advise leaders responsible for approximately 2,025 employees and material partners and a portfolio near ₹5,900 crore. The assignment combines executive counsel, team effectiveness, decision design, stakeholder alignment and observation of live profitability actions. It is not generic coaching and does not confer line authority. Client executives own every commercial, engineering and people consequence.

Private counsel must connect to enterprise truth. The partner will protect individual confidentiality while ensuring that a material risk or hidden assumption reaches the appropriate forum. Advice should reduce dependency: leaders must eventually challenge each other, record commitments and revisit evidence without the adviser chairing every meeting.

Regional profitability is the operating test. The team must resolve pricing, product variants, supplier recovery and investment with shared facts. Behavioural progress without better decisions is insufficient; short-term margin achieved through deferred warranty or capability would also fail.

Why this seat is open

This is planned new hiring approved for the next recovery phase, with no predecessor. A four-to-six-month process permits conflict review and comparison of advisers with automotive line experience. Current case leaders continue their assignments until the Partner establishes the advisory contract.

What you will own

• Diagnose decision and accountability failures through live portfolio work rather than surveys alone.
• Advise executives individually on the choices they personally own.
• Redesign team forums around evidence, dissent, decision and follow-through.
• Surface cross-functional assumptions in regional contribution and investment cases.
• Establish confidentiality and escalation rules before sensitive counsel begins.
• Support succession and role clarity without becoming the formal assessor.
• Measure whether team behaviour changes commercial and operating outcomes.
• Build advisers capable of succeeding the Partner and reducing client dependency.

Counsel will be anchored in a small number of consequential moments. Before a regional price decision, the Partner may test whether the commercial leader can articulate elasticity, dealer behaviour and warranty exposure without hiding behind a consolidated margin. During a supplier recovery, the engineering and procurement leaders must agree what evidence permits restoration and who accepts residual risk. Investment forums should state the assumption most likely to invalidate approval and the date on which it will be checked. These interventions create observable material for development while leaving decisions with executives.

Individual conversations demand disciplined boundaries. Themes relevant to enterprise performance may be synthesised for the sponsor, but personal disclosures will not be relayed without an agreed basis. The Partner will define how board observations, succession input and case evidence are separated, particularly where an executive is both a coaching client and an action owner. Progress will be assessed through decision latency, quality of challenge, closure of commitments and realised regional contribution, not confidential anecdote or participant satisfaction alone. Advisory intensity should taper when the team can surface conflict, decide and learn without orchestration.

The first 12 months

The first 60 days will identify the ten decisions most important to recovery, observe current forums and contract confidentiality boundaries. By day 90, the executive team will agree decision rights, common evidence and a cadence tied to named profitability actions.

By month eight, leaders should have resolved at least three contested choices on variant, price, supplier or investment and followed outcomes without partner mediation. Individual counsel will increasingly focus on succession and enterprise leadership rather than recurring operating disputes.

At year-end, decision cycle time on the selected portfolio should improve by 25%, overdue executive commitments fall by 60% and regional contribution improve against the client baseline. The team should run its cadence independently, with sponsor evidence that challenge occurs earlier and no material issue remains hidden through coaching confidentiality.

What the board will measure

• Executive decisions improving profitability without exporting hidden cost or risk.
• Clear ownership, constructive dissent and reliable follow-through.
• Appropriate handling of individual confidentiality and enterprise disclosure.
• Declining reliance on the Partner over time.
• Advisory quality, economics and successor depth.

The person

You are an executive-advisory Partner or former automotive leader who has worked with senior teams under commercial pressure. You understand electronics product, engineering and regional economics sufficiently to test assumptions. Classroom leadership development without live operating consequences will not meet the brief.

You bring 22–28 years of experience and have advised scope above ₹3,400 crore affecting 1,400 employees or more. Evidence should include a team decision you changed, a confidentiality conflict you handled and a client that later operated without you.

The role is Pune-based and hybrid with regional travel.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. Measures combine client outcomes, independence, commercial quality and adviser development. Client dependency is not performance. Final terms follow conflict review and current advisory standing.

Confidentiality

The client, executives, regions and profitability actions are confidential. Further information follows qualification and an undertaking. Pune and the rounded portfolio are not identifiers.