Managing Partner – Operations Advisory — Foundation-Model Platform

The mandate

An operations practice has strong diagnostic access but has not yet demonstrated that foundation-model insight can be converted into sustained operating outcomes. Reports identify value, yet clients often retain responsibility for difficult implementation and benefits weaken after the advisory team leaves. The investment committee has paused expansion until the practice presents a credible outcome-linked model. The Managing Partner – Operations Advisory will build it.

The operating context includes approximately S$1.1 billion in AI product and services revenue and roughly 375 employees and material partners across Singapore and the wider region. Capabilities extend from operations strategy and process design through data, model application, technology delivery and change. The opportunity is to combine them around decisions and workflows where measurable value can be owned.

Commercialisation is the inflection. The practice must decide which diagnostics can become repeatable transformation propositions, how delivery risk is shared and which intellectual property genuinely accelerates results. Outcome-linked work should not mean accepting exposure the firm cannot control. Scope, baseline, client obligations and benefit governance need precision.

Why this seat is open

This urgent newly created role gives one leader accountability where ownership was previously distributed. Interim forums protect current engagements, but permanent leadership is required before investment resumes. A six-to-eight-week appointment process is intended. The onsite Singapore role supports international relocation and reports to the Global Managing Partner and regional partner council.

What you will own

You will select operating problems where the firm can link foundation-model capability to measurable change. Each proposition should specify decision owner, baseline, workflow, data and model dependency, adoption requirements and economic benefit. Work without credible client sponsorship or operational access should not proceed under an outcome promise.

Engagement architecture must join diagnosis, design, implementation and benefit realisation. You will establish commercial models that price senior counsel, technical delivery and risk appropriately. Benefits need shared definitions and governance; any variable fee should reflect controllable contribution and protected evidence rather than optimistic headline value.

Client capability transfer is part of the outcome model. The engagement should identify who will operate new workflows, what decisions they inherit and how performance will be sustained when advisers withdraw. Where client data, leadership attention or change capacity is inadequate, the proposition must include remediation gates. This protects both realised value and the credibility of outcome-linked economics.

Scalable delivery IP should embody proven methods, reusable technical components and operating knowledge. It requires product ownership, versioning, support and feedback from live engagements. The practice must distinguish reusable leverage from superficial templates or repeated custom code.

You will originate flagship work, assess the 375-person employee and partner perimeter and develop leaders who can sell and deliver the proposition. Principals need accountable client exposure. Technical specialists should participate early in scoping, while partner economics reward collaboration and realised outcomes.

The first 12 months

In the first 90 days, review recent engagements from promise through realised benefit. Test baselines, client sponsorship, delivery economics and reusable assets. Speak with boards and operating leaders, assess partners and agree a focused proposition portfolio, investment gates and assurance method.

Between months four and nine, originate and launch signature outcome-linked engagements, retire diagnostic offers without a transformation path and put reusable IP under ownership. Fill leadership gaps and demonstrate one client outcome supported by evidence, adoption and acceptable practice economics.

At month twelve, executive sponsorship, realised benefits and scalable delivery IP should be repeatable across more than one case. The next plan must reconcile pipeline, fees, delivery capacity and investment. Present downside actions if benefit conversion, client access or reuse fails to meet agreed gates.

What the board will measure

The first-year practice case should finish within 10% of approval, with variance identified before reporting close. Three quarterly forecasts must align contracted revenue, cash, client outcomes and people. A key constraint between diagnosis and realised benefit should show quantified improvement from a clean baseline.

Priority client and delivery risks need timely closure and independent proof that remedies last. At least 90% of critical talent should remain and ready-now succession should cover 70% of direct reports. Severe engagement escalations cannot drift beyond 30 days without explicit disposition.

The person

You are a Managing Partner, Operations Practice Leader or Operating Partner with at least 28 years in AI, enterprise software, cloud, data infrastructure, analytics, applied research or adjacent advisory work. You have owned at least S$650 million of P&L, book, budget or client value and led no fewer than 275 people.

Your record includes taking an operations practice from diagnosis into implemented and sustained outcomes. You can evidence senior origination, benefit governance, reusable IP and development of future partners. The board will test where you declined outcome-linked terms because client conditions were inadequate. References must verify your contribution after implementation.

Compensation and terms

The anticipated package is S$700,000–950,000 base plus annual incentive and LTI, positioned for the eventual remit and candidate mix. Standard performance and vesting conditions apply to long-term awards. A structured client and conflict transition up to six months is possible. The appointment has frequent board and investment-committee exposure.

Confidentiality

The enterprise, clients and engagement economics remain confidential until mutual relevance is confirmed through an undertaking. Scale and circumstances are rounded and blended.