Partner – Executive Advisory — Speciality-Materials Portfolio

The mandate

The enterprise is entering a phase in which leadership must resolve a new advisory proposition linking leadership choices to enterprise outcomes within a multinational-owned multi-site industrial manufacturing group. The immediate arena is the speciality-materials portfolio during a global sourcing redesign. For mandate 466, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Partner – Executive Advisory operating perimeter covers approximately ₹9,700 crore in manufacturing and commercial portfolio, with activity spanning several speciality-materials portfolio customer, product and delivery clusters rather than a single asset. The Partner – Executive Advisory Manufacturing remit carries direct influence over roughly 2,750 colleagues and third-party capacity.

The board and its investment committee want a Partner – Executive Advisory who can convert ambiguity into a short list of explicit choices for the speciality-materials portfolio. The Partner – Executive Advisory Manufacturing seat must resolve a global sourcing redesign, while preserving the underlying strengths of the speciality-materials portfolio. For mandate 466, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Partner – Executive Advisory’s first year on the speciality-materials portfolio is expected to end with origination, counsel quality and measurable client outcomes. In mandate 466, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Partner – Executive Advisory — Speciality-Materials Portfolio seat following an accelerated leadership transition. Interim accountability is in place for the speciality-materials portfolio, but the board wants a permanent appointment within 6–8 weeks because a global sourcing redesign cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Partner – Executive Advisory value-creation thesis for the speciality-materials portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹9,700 crore in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Partner – Executive Advisory Manufacturing organisation of about 2,750 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the speciality-materials portfolio economics and execution constraints created by a global sourcing redesign, with Partner – Executive Advisory-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Partner – Executive Advisory operating review across commercial, customer, financial, people, technology and risk outcomes for the speciality-materials portfolio; remove reconciliations that obscure accountability.
• Show repeated senior-client origination plus responsibility for developing principals and future partners in mandate 466.
• Build the Partner – Executive Advisory’s three-year succession and capability plan for the speciality-materials portfolio, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the speciality-materials portfolio baseline, meet the 30 stakeholders most consequential to a new advisory proposition linking leadership choices to enterprise outcomes, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Partner – Executive Advisory portfolio and organisation choices for the speciality-materials portfolio, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable speciality-materials portfolio trend against origination, counsel quality and measurable client outcomes, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Partner – Executive Advisory’s agreed first-year speciality-materials portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Partner – Executive Advisory forecast that remains decision-useful across three consecutive quarters and reconciles the speciality-materials portfolio’s operating, cash, customer and people assumptions.
• Closure of the Partner – Executive Advisory mandate’s highest-priority speciality-materials portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical speciality-materials portfolio talent and ready-now successors for at least 70% of the Partner – Executive Advisory’s direct reports.
• A quantified Partner – Executive Advisory-owned improvement in the speciality-materials portfolio operating constraint behind a global sourcing redesign, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 466: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Partner, Principal or senior executive adviser in a multinational-owned Manufacturing or adjacent enterprise. In relation to the speciality-materials portfolio, your Partner – Executive Advisory track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from industrial manufacturing, engineering, chemicals, automotive components or process industries will be considered where the operating model, customer stakes and governance intensity match this Partner – Executive Advisory brief.

As a Partner – Executive Advisory candidate, you bring 22–28 years of progressive Manufacturing or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹5,650 crore and led an organisation of at least 1,925 people. Advisory seats require equivalent speciality-materials portfolio client-value ownership and multi-disciplinary leadership.

For mandate 466, the board wants two transitions: a difficult speciality-materials portfolio portfolio choice and a leadership-system change during a global sourcing redesign. As the prospective Partner – Executive Advisory for this speciality-materials portfolio, you must challenge optimistic cases and still create followership. References for mandate 466 must distinguish your contribution from the institution around you.

The Partner – Executive Advisory role in Manufacturing is based in Pune; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of Partner, Principal or senior executive adviser, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven Partner – Executive Advisory ownership of at least ₹5,650 crore and leadership of no fewer than 1,925 employees in a comparable speciality-materials portfolio context.
• One completed Manufacturing or adjacent-sector example of a new advisory proposition linking leadership choices to enterprise outcomes with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from industrial manufacturing, engineering, chemicals, automotive components or process industries; experience that is purely functional and lacks Partner – Executive Advisory-level speciality-materials portfolio consequences will not meet the bar.
• Willingness to meet the Pune location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 466.

Compensation and terms

The anticipated Partner – Executive Advisory package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final speciality-materials portfolio scope and the candidate’s current mix. Any long-term participation for mandate 466 follows standard vesting and performance conditions. The Partner – Executive Advisory appointment in Pune, centred on the speciality-materials portfolio, offers regular exposure to the board and its investment committee. A structured client and conflict transition of up to 6 months can be accommodated for mandate 466.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 466. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 466.