Senior Partner – Capital and Deals — Enterprise-Software Suite

The mandate

Boards and capital sponsors across the region are seeking transaction advice that understands enterprise-software operating reality, not merely process. Platform reliability, technical debt, recurring-revenue quality and customer obligation can materially change valuation and post-deal outcomes. A privately held advisory firm is creating a Senior Partner seat to turn that demand into a distinct capital-and-deals franchise.

The Senior Partner will influence work related to approximately €1,350 million in annual recurring revenue and lead around 225 employees and material partners. The perimeter includes board origination, transaction thesis, commercial and operating diligence, capital cases, integration design, value capture, engagement economics, intellectual property and talent. Reporting is to the Global Managing Partner and regional partner council.

The proposition should focus on decisions where software sector depth changes the answer. Reliability cost, architecture concentration, renewal exposure, migration obligations, product adoption and cloud economics can sit outside conventional financial diligence. The Senior Partner will define how these facts enter valuation, deal terms, financing and the first hundred days.

Board access must be earned through judgement. The practice needs relationships with chairs, chief executives, investors and deal leaders before a live process begins. Insight should address the capital question they face, not serve as generic marketing. Origination stages will be based on client decisions and access rather than a list of contacts.

Transaction evidence requires integration across disciplines. Finance, product, technology, commercial, people and risk teams should work from one deal thesis. The Senior Partner will preserve independent challenge, surface unresolved disagreement and prevent impressive workstreams from obscuring a weak overall case. Material assumptions must have owners who remain accountable after signing.

Reliability exposure deserves specific treatment. Incident history, service objectives, technical remediation, customer credits and engineering capacity should connect to cash and customer outcomes. A short-term recovery can hide structural architecture cost. Conversely, a visible incident may be containable if controls, investment and customer trust are strong.

Post-deal value capture begins before the transaction. Integration or separation choices, product roadmaps, customer communication, leadership and systems need a credible sequence. Synergies should identify the operating action and dependency that produces them. The practice will not claim value because a client has accepted a target in a model.

Advisory economics must support quality. Senior attention, expert capacity, conflicts and outcome risk need to be reflected in scope and price. The leader will avoid accepting broad diligence at a fee that forces junior leverage or hidden change orders. Clients should understand which uncertainties cannot be resolved within the timetable.

The new partner will develop sector capability beyond personal expertise. Principals and future partners need board exposure, transaction judgement and apprenticeship across the full deal cycle. Reusable evidence frameworks should improve consistency without substituting templates for thought.

Why this seat is open

The firm created this urgent role after regional demand exceeded distributed ownership. Interim partners protect current opportunities, but the board wants a qualified shortlist progressed to offer within six to eight weeks. The external process remains confidential while market and partner decisions are considered.

What you will own

• Build a sector-specific capital and deals proposition for enterprise software.
• Steward advice connected to approximately €1,350 million of annual recurring revenue.
• Originate trusted board and sponsor relationships across the region.
• Integrate reliability, product and recurring economics into deal decisions.
• Lead approximately 225 employees and material partners.
• Define integration logic and value mechanisms before transactions close.
• Govern engagement scope, senior attention, evidence and conflicts.
• Develop principals and future partners through complete deal-cycle responsibility.

The first 12 months

The first 90 days should validate market demand, meet the 30 stakeholders most important to the proposition and assess the team. Review live opportunities, conflicts, sector evidence and delivery capability. Agree investment, pricing and engagement gates with the regional council.

Months four to nine should convert selected board opportunities and deliver the first mandates through a common deal thesis. Build reliability and software-economics evidence into diligence, strengthen partner capability and stop opportunities that cannot support quality or economics.

By year end, board access, deal conversion and post-deal value capture should demonstrate a viable franchise. Delivery must stay within 10% of approval, while three forecasts reconcile qualified pipeline, fees, cash, client decisions and people. Serious client or diligence concerns require verified closure within 30 days.

What the board will measure

• Trusted board and investor relationships converting into qualified mandates.
• Transaction decisions changed by sector-specific operating evidence.
• Reliability and technical obligations reflected in valuation and terms.
• Post-deal value linked to named actions, owners and timing.
• More than 90% retention of key advisers and ready cover for 70% of direct roles.
• Principals developing credible origination and transaction leadership.

The person

You are a Senior Partner, Deals Leader or Investment Committee adviser with 22–28 years in technology, transaction services or adjacent advisory work. You have originated and led board-sponsored assignments whose benefits survived beyond the engagement team’s departure.

Your accountable P&L, book, budget or portfolio has been at least €800 million, and you have led 150 or more people. Equivalent client-value ownership and multidisciplinary leadership are required. References must isolate your judgement and sustained results.

You understand enterprise software, recurring revenue, reliability and transaction governance. The role requires a partner who can challenge deal momentum, explain technical evidence to capital decision makers and develop others to hold senior relationships.

Compensation and terms

The base range is €240,000–320,000 plus annual incentive. This advisory appointment is hybrid in Amsterdam and supports international relocation. A structured client and conflict transition of up to six months is available.

Confidentiality

The firm, prospective clients, transactions and capital evidence remain confidential. Identifying particulars will follow mutual interest and conflict clearance under an undertaking; published values are composite.