Senior Partner – Transformation — Electric-Mobility Platform

The mandate

Boards approve electric-fleet transitions as capital programmes, but execution crosses route planning, depots, grid connections, vehicle procurement, software, maintenance, financing and labour. These elements mature at different speeds. The advisory firm is creating a Senior Partner seat devoted to transformation delivery rather than another technology forecast.

The partner will lead an approximately 550-person practice and client perimeter through multidisciplinary assignments. The immediate opportunity is commercial and public fleets in India, with selective regional work. The role joins sector operators, power and infrastructure specialists, finance advisers, engineers and organisation practitioners around executable transition waves. It must remain technology-neutral and commercially independent of equipment referrals.

Success means that clients can operate an electric fleet safely and economically after the advisers withdraw. Reports are useful only where they change vehicle specifications, depot works, contracts, rosters, maintenance capability or capital sequence. The Senior Partner is accountable for the integrity of those connections and for making limitations visible before a public launch.

The work also carries public-claim risk. Emissions savings depend on route energy, grid mix, vehicle replacement and the counterfactual fleet, while incentive receipts may change project returns without changing operating performance. The Senior Partner must establish auditable measurement boundaries and stop clients from presenting modelled benefits as realised outcomes. This discipline protects both investment decisions and the credibility of the transition.

Why this seat is open

This planned new hire follows sustained client demand that currently sits across several practices without a single delivery leader. The regional council approved the role and investment before committing to a larger programme pipeline. There is no incumbent; the successful candidate will shape propositions, methods and talent rather than inherit an established sub-practice.

What you will own

• Build an end-to-end transformation method beginning with routes and service obligations, then testing vehicle, battery, charging, depot, power and workforce implications.
• Lead diagnostic and delivery engagements personally at critical gates, with field evidence informing steering decisions.
• Create transition waves that match vehicle supply, grid readiness, permits, maintenance and operating competence.
• Establish benefit baselines covering energy, utilisation, downtime, asset life and avoided emissions without double counting incentives.
• Support clients in procurement and contracting while maintaining transparent independence from vendors and financiers.
• Develop safety, emergency and high-voltage capability with operating leaders rather than treating training completion as competence.
• Originate high-quality work and price delivery risk honestly, including specialist partners and site presence.
• Build directors and principals who can lead complex work without continuous partner substitution.

The first 12 months

Within 90 days, review current pursuits, test the delivery capacity behind each proposal and visit active fleet and depot sites. Publish a transformation architecture with gate criteria and define which assignments the practice will not accept. Secure a first lighthouse engagement only where sponsor access, data and implementation authority are sufficient.

By month six, take the lighthouse through route-energy validation, site design and procurement decision, while a second team applies the method independently. Create an alliance-governance standard and a specialist talent plan. Institute monthly engagement reviews that reconcile client outcomes, economics, safety and staffing.

By the first anniversary, at least two client programmes should have vehicles operating against agreed service levels, with charging availability above 97% and energy cost within 10% of the approved case. The practice should meet contribution and collection targets, win repeat work based on delivery, and have three non-partner leaders certified through observed programme performance. No public claim should exceed measured operating evidence.

What the board will measure

• Client fleets placed into safe, reliable service rather than vehicles merely delivered.
• Accuracy of route, energy, utilisation and capital assumptions after operation begins.
• Commercial quality and collection of the transformation portfolio.
• Independence and transparency in equipment, infrastructure and financing relationships.
• Safety capability and operational adoption at depots and control centres.
• Scalable methods and leadership depth beyond the founding Senior Partner.

The person

You have 18–22 years in fleet transformation, electric mobility, transport operations, energy infrastructure or advisory delivery. You may be an established advisory partner or an operating leader who has built a credible client business. You have taken a multi-site electrification programme from board case to live service and can explain the mistakes between those points.

Your largest accountable programme should exceed ₹2,000 crore and involve at least 400 employees, advisers and partners. You understand route simulation and charging architecture sufficiently to challenge specialists, but know when licensed engineering judgement is required. The council will test commercial origination, client candour and whether your claimed impact remains after incentives and publicity are stripped away.

This onsite Pune role reports to the Global Managing Partner and regional partner council and requires substantial site and client travel.

Compensation and terms

Expected fixed compensation is ₹2.2–3.0 crore plus performance variable, calibrated to advisory business, delivery record and partnership entry level. Client outcomes, quality revenue, collections, collaboration and capability development will matter. The position is advisory and onsite in Pune with significant travel, reporting to the Global Managing Partner and regional partner council. Notice and restrictions will be assessed case by case.

Confidentiality

Firm identity, prospective clients, programme sites and alliance discussions are confidential. Detailed information follows mutual relevance, independence review and a signed undertaking. The scenario combines market needs and rounded scale; candidates may not approach fleets, suppliers or advisers to identify the opportunity.