Diversified Services Route-to-Profit Redesign — Consulting Principal

The mandate

Services profit improvement is described through disconnected commercial and cost initiatives that do not establish one workable operating route. The consultant will redesign the decision model connecting customer contribution, delivery capacity and accountable execution. This is a finite design and pilot assignment, not interim CEO authority or a guarantee that every proposed option will succeed.

The deliverable is a Services Route-to-Profit Operating Design containing customer-economic baselines, capacity tradeoffs, programme choices, responsibility maps and a tested review cadence. It must distinguish durable profit pathways from one-off adjustments or revenue growth that increases delivery obligations. Alternatives will include stopping or narrowing activity where the evidence does not justify continued investment.

Route-to-profit evidence discovery opens on 19 October 2026, ahead of the operating alternative and pilot reviews. Milestone one on 18 December 2026 establishes the contribution and capacity baseline; milestone two on 18 February 2027 delivers operating alternatives and a controlled decision pilot; milestone three on 18 April 2027 completes fresh-case validation, internal facilitation guide and accepted design. The fixed fee is paid 25%, 35% and 40% on accepted outputs.

The chief executive and finance sponsor jointly accept work when sampled customer economics reconcile, proposed choices have accountable owners and a pilot review makes an evidence-based decision. Internal leaders must use the method on a fresh programme case without consultant direction. Acceptance cannot rely on a projected EBITDA uplift alone or on implementing unapproved restructuring recommendations.

The sponsor provides authorised customer and cost evidence, delivery-capacity inputs and access to commercial and functional leaders. Sensitive information is restricted and technical or regulated decisions require the relevant specialist. Implementation management, acquisitions, fundraising and permanent organisation restructuring are excluded; material added scope requires a priced change request with revised milestones and authority boundaries.

What you will own

• Establish customer and programme contribution baselines that reconcile revenue, delivery obligations and cash, identifying unsupported allocations before constructing the proposed services operating alternatives or profit pathways.
• Map capacity and commercial dependencies with functional owners, separating constraints that can be changed through management decisions from matters needing technical, regulated or board approval.
• Construct retain, redesign and stop options with financial downside and customer consequences, preventing a preferred growth narrative from excluding economically credible alternatives before sponsor review.
• Define operating decision rights and review evidence so commercial, delivery and finance leaders know which choices they can make and which must remain with authorised executives.
• Pilot the route-to-profit cadence on difficult programme cases, recording disagreements and decision conditions instead of treating workshop consensus or an optimistic forecast as proof of usability.
• Validate internal leaders on a fresh customer or capacity case, observing whether the method produces an accountable decision without the consultant informally taking operating control.
• Deliver the accepted design, facilitation guide and residual-risk register, with unapproved restructuring, investment and implementation dependencies explicitly separated from completed consulting acceptance and billing.

Candidate qualifications

• Demonstrate senior services P&L or transformation judgement with a personally designed operating route that changed a commercial or delivery decision. Provide a redacted baseline and explain your role in design versus execution. Candidates must not rely on an executive title alone or treat consulting authority as permission to run the business.
• Show practical customer-economic and capacity analysis connecting contribution, quality obligations and cash. Explain an activity stopped or narrowed because revenue growth did not justify its operating burden. Relevant media, aviation-adjacent or diversified services experience is useful, while technical and regulated specialist conclusions must remain outside unsupported commercial judgement.
• Provide finite project delivery evidence with tested artefacts and objective acceptance, including a pilot result that contradicted the original plan. Describe rework, reviewer challenge and internal use after handover. The sponsor needs a maintainable decision method, not a generic transformation slide deck or a promised EBITDA uplift detached from source evidence and accountable implementation.
• Establish thirty years of relevant experience, confidentiality and independence from deals, supplier introductions or restructuring implementation incentives. Show a transfer that internal leaders could operate on new cases and a scope change priced honestly. The project does not grant line authority or guarantee financial recovery, and commercial remuneration must not bias retain-versus-stop recommendations.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 14 October 2026. Mandate reference PCT-CON-2026-IND-32.