Managing Partner – Value Creation — Grocery And Convenience Platform

The mandate

Grocery and convenience platforms have made fast, flexible fulfilment a core customer promise, but many owners still lack a complete account of what it costs. Order contribution changes with basket size, line count, product availability, picking route, substitutions, site density, packaging, delivery distance, failed handover and service recovery. A programme that reduces pick labour can increase unavailable items or customer contact. A site closure can improve fixed cost while lengthening routes and weakening the proposition. Value cannot be recovered through one functional target.

The advisory partnership is appointing a Managing Partner – Value Creation to lead this work from Singapore. The appointee will advise investors, boards and management teams from diligence through operating delivery. They will diagnose where fulfilment economics fail, shape an integrated value plan and remain accountable for evidence that benefits reach cash and the customer experience. The role combines origination, senior client stewardship and direct involvement in the hardest operating decisions.

This planned replacement inherits a strong network and active client base. The new partner must preserve trust while sharpening the firm's proposition around grocery-specific fulfilment. The partnership does not want a generic cost programme or a benchmark-led promise. Advice must reflect product temperature, freshness, substitution sensitivity, daypart, local density and the management capacity of the business involved.

Scope and operating context

The hybrid role is based in Singapore and reports to the Global Managing Partner and regional partner council. It can assemble approximately 2,125 employees and material partners across operations, commercial, data, technology, organisation, finance, transactions and implementation. Direct leadership will centre on a smaller senior team capable of connecting transaction economics with site-level work.

Clients may include grocers adding digital fulfilment, convenience networks, rapid-delivery platforms, food marketplaces, wholesalers and investor-owned combinations. Their models differ across store pick, dark sites, micro-fulfilment, central facilities and partners. The Managing Partner must avoid prescribing a favourite format before understanding demand geography, assortment, service promise and property commitments.

The work often occurs under liquidity or transaction pressure. Owners may want a rapid savings number; management may already be running multiple initiatives; customer behaviour may be changing faster than the historical baseline. The appointee must disclose evidence limits, protect essential controls and design interventions whose speed matches operational readiness.

First-year agenda

The first quarter will review current relationships, credentials, live opportunities and prior fulfilment programmes. The Managing Partner will determine where the firm has created sustained client value and where apparent savings migrated into service, inventory, workforce or later delivery cost. This analysis will define a focused opportunity set and the senior capabilities needed to pursue it credibly.

The leader will establish a transaction-to-cash diagnostic for diligence and execution. It should connect demand, price and promotion with basket composition, availability, pick, substitute, pack, dispatch, route, handover, refund, contact and repeat. Data will be segmented by site, mission, cohort and service level. The approach must reveal uncertainty and local variation rather than bury them in an average cost per order.

For each engagement, the Managing Partner will set a value baseline and decision sequence with the client. Interventions may include adjusting assortment by mission, redesigning pick paths, improving replenishment, changing substitution authority, consolidating capacity, reshaping delivery windows or revising free thresholds. Each action will identify its customer hypothesis, operational owner, implementation cost, cash timing and risk.

Site and network choices will receive special discipline. Closing or converting a location must account for demand migration, route length, capacity peaks, lease obligations, colleague transition and inventory. Automation cases must include availability, maintenance, exception handling and learning curves. The partner will recommend staged tests where reversibility creates more value than premature scale.

Within twelve months, the practice should have several programmes showing realised fulfilment improvement without deterioration in repeat, quality or customer trust. Board reporting will separate identified, implemented and banked value. The appointee should also have built a senior bench that can lead workstreams and relationships independently.

Leadership responsibilities

The Managing Partner will own client problem definition, engagement architecture, quality and economics. They will attend the board or transformation forums where trade-offs are decided and ensure advisers do not become substitute line managers. When a measure improves locally but total customer or cash outcome worsens, the partner must stop and redesign the intervention.

Commercial leadership includes originating work and negotiating scope that can support the claimed outcome. Proposals will state access, executive ownership, implementation responsibility and attribution. The appointee must resist success fees or value claims based on savings that the firm cannot verify responsibly.

Inside the partnership, the leader will develop practitioners who understand stores, sites, couriers, data and finance. Teams should spend time observing the work and customer failure, not rely exclusively on management reports. Collaboration and talent development will carry meaningful weight in performance and succession decisions.

Measures of success

Client outcomes may include contribution per completed order, basket quality, pick productivity, availability, substitution acceptance, on-time delivery, failed handover, refund, contact, repeat and cash conversion. Network actions will be tracked through full implementation and stabilisation. Labour or site savings will be net of transition, service and demand consequences.

The partnership will assess realised client value, contribution, executive references, responsible repeat work, talent progression and durability after advisers withdraw. Risk measures include scope disputes, data misuse, unsafe productivity pressure and unsupported attribution. A programme that improves short-term cost while increasing customer loss will not be presented as success.

Candidate profile

Candidates should bring at least 28 years across value creation, grocery operations, e-commerce fulfilment, logistics, investment or senior advisory work. They must have led multi-site or platform interventions where customer demand and physical operations were inseparable. Familiarity with private-equity governance and compressed delivery windows is strongly preferred.

The board will seek examples of challenging a fulfilment thesis during diligence, changing a site or automation case after operating evidence and recovering cost without damaging availability or repeat. Candidates should understand basket economics, picking, substitutions, freshness, delivery density, workforce and working capital at a practical level.

The successful partner will communicate concisely with investors and credibly with site leaders. They must be willing to revise a value case, share client ownership and remain present through stabilisation. A large sales record without verified delivery and successor development will not qualify.

Compensation and appointment terms

The expected base is SGD 600,000–850,000, with annual incentive and long-term participation aligned with partnership and client impact. Entry economics will reflect verified value creation, responsible origination and leadership contribution. Mobility, deferred remuneration and progression into broader profit participation will be addressed at final appointment stage.

Confidentiality

The partnership remains unnamed because succession and active client value plans are sensitive. Detailed opportunities, economics and governance will be shared after identity, conflict and confidentiality checks. Applicants must anonymise client operations, transaction papers and proprietary datasets in all submitted examples.