Managing Partner – Growth Advisory — Project-Development Pipeline

The mandate

The enterprise is entering a phase in which leadership must resolve a growth-advisory practice seeking a second engine beyond a small anchor-client base within a multinational-owned infrastructure developer and asset operator. The immediate arena is the project-development pipeline during a concession renewal cycle. For mandate 336, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Managing Partner – Growth Advisory operating perimeter covers approximately £23,300 million in project and operating-asset portfolio, with activity spanning several project-development pipeline customer, product and delivery clusters rather than a single asset. The Managing Partner – Growth Advisory Infrastructure remit carries direct influence over roughly 825 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Managing Partner – Growth Advisory who can convert ambiguity into a short list of explicit choices for the project-development pipeline. The Managing Partner – Growth Advisory Infrastructure seat must resolve a concession renewal cycle, while preserving the underlying strengths of the project-development pipeline. For mandate 336, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Managing Partner – Growth Advisory’s first year on the project-development pipeline is expected to end with origination diversity, partner leverage and recurring board mandates. In mandate 336, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the Managing Partner – Growth Advisory — Project-Development Pipeline seat. The incumbent continues to lead the project-development pipeline through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a concession renewal cycle is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the Managing Partner – Growth Advisory value-creation thesis for the project-development pipeline, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately £23,300 million in project and operating-asset portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Growth Advisory Infrastructure organisation of about 825 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the project-development pipeline economics and execution constraints created by a concession renewal cycle, with Managing Partner – Growth Advisory-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Managing Partner – Growth Advisory operating review across commercial, customer, financial, people, technology and risk outcomes for the project-development pipeline; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 336.
• Build the Managing Partner – Growth Advisory’s three-year succession and capability plan for the project-development pipeline, reducing dependence on individual executives and improving mobility across the wider Infrastructure organisation.

The first 12 months

• Days 1–90: Validate the project-development pipeline baseline, meet the 30 stakeholders most consequential to a growth-advisory practice seeking a second engine beyond a small anchor-client base, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Managing Partner – Growth Advisory portfolio and organisation choices for the project-development pipeline, 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 project-development pipeline trend against origination diversity, partner leverage and recurring board mandates, 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 Managing Partner – Growth Advisory’s agreed first-year project-development pipeline value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Managing Partner – Growth Advisory forecast that remains decision-useful across three consecutive quarters and reconciles the project-development pipeline’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Growth Advisory mandate’s highest-priority project-development pipeline risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical project-development pipeline talent and ready-now successors for at least 70% of the Managing Partner – Growth Advisory’s direct reports.
• A quantified Managing Partner – Growth Advisory-owned improvement in the project-development pipeline operating constraint behind a concession renewal cycle, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 336: 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 Managing Partner, Growth Practice Head or Senior Partner in a multinational-owned Infrastructure or adjacent enterprise. In relation to the project-development pipeline, your Managing Partner – Growth 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 infrastructure, construction, utilities, transport assets or project finance will be considered where the operating model, customer stakes and governance intensity match this Managing Partner – Growth Advisory brief.

As a Managing Partner – Growth Advisory candidate, you bring 28+ years of progressive Infrastructure or adjacent-sector experience, consistent with the 28-plus experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of £13,500 million and led an organisation of at least 575 people. Advisory seats require equivalent project-development pipeline client-value ownership and multi-disciplinary leadership.

For mandate 336, the board wants two transitions: a difficult project-development pipeline portfolio choice and a leadership-system change during a concession renewal cycle. As the prospective Managing Partner – Growth Advisory for this project-development pipeline, you must challenge optimistic cases and still create followership. References for mandate 336 must distinguish your contribution from the institution around you.

The Managing Partner – Growth Advisory must be based in London; international relocation is supported, but this Infrastructure role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Managing Partner, Growth Practice Head or Senior Partner, with direct exposure to a board, investment committee or equivalent Infrastructure governance forum.
• Proven Managing Partner – Growth Advisory ownership of at least £13,500 million and leadership of no fewer than 575 employees in a comparable project-development pipeline context.
• One completed Infrastructure or adjacent-sector example of a growth-advisory practice seeking a second engine beyond a small anchor-client base with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from infrastructure, construction, utilities, transport assets or project finance; experience that is purely functional and lacks Managing Partner – Growth Advisory-level project-development pipeline consequences will not meet the bar.
• Willingness to meet the London location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 336.

Compensation and terms

The anticipated Managing Partner – Growth Advisory package is £400,000–575,000 base + annual incentive and LTI, calibrated to the final project-development pipeline scope and the candidate’s current mix. Any long-term participation for mandate 336 follows standard vesting and performance conditions. The Managing Partner – Growth Advisory appointment in London, centred on the project-development pipeline, offers regular exposure to the group board and the relevant risk and people committees. A structured client and conflict transition of up to 6 months can be accommodated for mandate 336.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 336. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 336.