Partner – Organisation and Leadership — Surgical-Systems Portfolio

The mandate

A leadership advisory firm serves several surgical-technology companies whose commercial models were built around surgeon relationships, product specialists and local capital decisions. Hospital systems are consolidating procurement, standardising pathways and scrutinising utilisation, service and training across facilities. The resulting organisation problem is not a simple move from local to national accounts. Clinical advocacy, enterprise economics, field support and compliant evidence must work together without allowing one to dominate.

Clients are asking the firm to redesign commercial leadership, assess regional executives and build succession. Current work tends to separate individual assessment from operating-model advice. A strong account leader may be appointed into a role whose decision rights remain unclear; field clinical teams move between commercial, medical and service structures; and surgeon relationships are discussed as personal assets rather than governed institutional capabilities.

The Partner – Organisation and Leadership will build a focused advisory offer for surgical systems and hospital-channel transformation. The role spans organisation design, executive assessment, succession, team effectiveness, field capability and change implementation. It influences a wider network of approximately 750 partners, consultants, researchers and affiliates while building a smaller specialist team.

The appointment is urgent and unplanned following increased client demand and is based in Minneapolis under a hybrid model. It reports to the Global Managing Partner and regional partner council and is advisory in structure. The Partner must protect individual and client confidentiality and manage independence where assessment, advisory and search work meet.

Why this seat is open

Demand accelerated after two major clients combined regional sales and strategic accounts with poor results. Existing partners can cover isolated assessments, but no one owns the hospital-channel organisation problem across strategy and leadership. The council created the role rather than extending a generic commercial practice into regulated surgical contexts without specialist accountability.

What you will own

• Define the organisation and leadership proposition for surgical-system companies moving from relationship-led territories towards hospital-network and pathway accountability.
• Originate and lead board work on commercial operating models, field clinical roles, leadership assessment, succession and executive-team effectiveness.
• Diagnose actual account, clinical and capital decisions before recommending structures, spans, titles or capability frameworks.
• Build assessment standards distinguishing enterprise-account leadership, procedural credibility, people management, evidence use and compliant influence.
• Advise on boundaries among commercial, medical, field clinical, training, service and market-access teams without subordinating independent functions.
• Lead multidisciplinary teams across a broader 750-person network and establish quality review by credible surgical, organisation and compliance experts.
• Manage independence and information boundaries where one client situation could lead to advisory, assessment and search services.
• Build a profitable, transferable practice with diversified relationships and partners able to lead work without constant personal involvement.

The first 12 months

• Days 1–90: Review active and lost work, interview hospital and industry leaders and define the few situations where specialist advice changes the answer. Establish assessment and conflict rules and lead one live engagement where account structure, field roles and leadership selection must be solved together.
• Months 4–9: Build the specialist team and methods, win additional integrated assignments and publish evidence-led points of view without revealing client cases. Establish measurable outcomes around decision speed, account coverage, field capacity and leadership transition rather than workshop completion.
• Months 10–12: Demonstrate at least one sustained client outcome, profitable pipeline and successful delivery led by another partner. Complete succession for the offer, review independence and quality and stop services that repeatedly become generic commercial-organisation work.

What the board will measure

• Client evidence that account, field and leadership decisions changed and remained effective after engagement completion.
• Revenue and margin from defined surgical organisation work, separated from search and generic assessment fees.
• Repeat and referral work with acceptable concentration and independent-quality outcomes.
• Selection and development of leaders who perform in the redesigned model, not merely score well in assessment.
• Effective conflict management across advisory, assessment and search, including engagements declined or separated.
• A partner and consultant bench able to originate and deliver without dependence on the incoming Partner.

The person

You are an organisation and leadership partner, senior commercial-organisation adviser, CHRO or transformation executive with 22–28 years of experience in medical devices, surgical technology or comparable hospital businesses. You have redesigned a hospital-channel model and assessed executives who had to lead it. You have influenced at least 500 professionals and client employees and owned at least USD 100 million of practice, programme or budget responsibility.

You understand the distinct roles of surgeons, hospital executives, procurement, clinical educators, field specialists, service and medical leadership. You can identify when a trusted relationship leader lacks enterprise-account capability and when centralisation would destroy necessary procedural responsiveness. You have implemented changes, not only drawn a target organisation.

Advisory candidates must show direct origination and measurable client outcomes. Operating candidates need credible external advisory, board and client-development evidence. The firm values assessment expertise but will not appoint someone whose work ends with individual reports and no operating consequence.

The role is based in Minneapolis with hybrid work and considerable client travel. Candidates must collaborate under partnership economics, develop successors and protect sensitive individual data. Networks must be used ethically; restricted candidate or client information cannot enter the process.

Compensation and terms

The base or drawings range is expected to be USD 360,000–480,000, with annual incentive and long-term participation under partnership terms. Measures will cover client outcomes, ethical origination, practice economics, quality and successor development. Capital requirements, deferred awards, notice and restrictions will be reviewed during reciprocal diligence.

Confidentiality

The firm, clients, individuals and live organisation reviews are confidential. Identities and assessment material will be shared only after fit and protection are established. Candidates must not provide restricted person-level data or approach possible clients to infer the mandate.

Each response must contain no more than 49 words.