Managing Partner – Value Creation — Aftermarket Services Business

The mandate

An advisory partnership is replacing the leader of its aerospace aftermarket value-creation practice as clients face simultaneous margin pressure, fleet ageing and tighter export enforcement. Traditional cost programmes can remove local capability or technical-data access that service delivery needs. The urgent replacement Managing Partner will create measurable value while keeping authorised support and airworthiness intact.

Approximately 1,925 employees and material partners sit across operations, supply, engineering, commercial, finance, digital and transformation advisory. The Managing Partner reports to the Global Managing Partner and regional partner council, owning proposition, sponsor relationships, engagement quality, economics, risk and partner development. The hybrid Munich appointment is advisory and categorised as CONTRACTOR.

The practice will begin with asset-specific service flow. Induction, inspection, work scope, engineering disposition, material, repair, release and return should be traced. Cost benchmarks alone cannot reveal whether turnaround is constrained by authorisation, parts, decision latency or workmanship.

Export governance is a value condition. Consolidating engineering or material may reduce cost but become unusable for certain customers or technologies. Teams will identify technical-data rights, nationality restrictions, licences and end-use before recommending footprint change. A saving without an authorised work route is not value.

Working capital requires configuration truth. Rotables, spares and consumables carry effectivity, condition, certification, shelf life and pooling rights. The practice will distinguish available stock from usable stock, reduce duplicate buffers and protect continuity for constrained fleets.

Turnaround improvement will focus on waiting and rework. Advisers will expose queue age, incomplete work packs, engineering response and parts readiness. Productivity gains must include quality and repeat-removal measures. Accelerating release by weakening evidence is prohibited.

Supplier value work will examine total service consequence. Repair vendors, distributors and logistics providers vary in approved scope, data rights, lead time and recovery. Commercial leverage should not discourage defect reporting or create unqualified alternatives. Contracts need performance, evidence and exit.

Digital interventions may improve status and material matching, but adoption and security cost belong in the case. The Managing Partner will require a named operating decision and measurable reduction in exception or delay. Platform deployment alone is not a benefit.

Workforce redesign needs authorised capability. Removing layers or moving work must account for certifying staff, specialist engineers, clearance and local customer knowledge. Benefits will be net of contractor backfill, mobility and training. Workforce consultation and transfer timing should be included.

Pricing and contract work can create value alongside cost. Fixed turnaround, availability or outcome commitments need asset, parts and risk evidence. The practice will help clients price exceptions and shared uncertainty rather than promise broad service levels that operations cannot deliver.

Value baselines will distinguish recurring cost, cash, capacity, revenue and risk. Each benefit needs source, owner, action and verification. Double counting across inventory, procurement and programme workstreams will be removed. Avoided future spend requires a credible counterfactual.

Sponsor and management interests may diverge. The Managing Partner must challenge a rapid cost target that weakens controlled capability, and equally challenge managers who use export complexity to protect inefficient local structures. Board papers will state evidence and consequence.

Client ownership will transfer from advisers. Programme offices must have dated handback and capability gates. Post-exit reviews will test whether the business operates the new model. A benefit sustained only through consultants is incomplete.

The practice itself needs succession. Accounts and methods are concentrated in the outgoing leader. Emerging partners will receive sponsor exposure and outcome accountability. The replacement will build regional expertise in airworthiness, export, supply and workforce rather than rely on one generalist team.

What you will own

• Aerospace aftermarket value-creation proposition.
• Sponsor origination and client stewardship.
• Export-aware service-flow and footprint work.
• Inventory, supplier, digital and workforce value.
• Engagement economics, risk and benefits assurance.
• Client handback and post-exit verification.
• Account transition and partner development.
• Practice contribution and reputation.

The first 12 months

Within 45 days, review live engagements, benefits and export dependencies; correct unsupported savings and agree account handover with the incumbent.

By month six, launch two export-aware value programmes, install independent benefit review and place emerging partners into priority sponsor relationships.

At twelve months, verify EUR 150 million of annualised client value with 80% visible in ledgers, working capital or usable capacity. Ten engagements should pass operational handback, 75% of inherited accounts should have shared partner ownership and no material airworthiness, export or data-control breach is acceptable.

What the council will examine

• Service value traced through real asset journeys.
• Footprint changes retaining authorised work routes.
• Inventory measured for suitability, not quantity.
• Supplier savings preserving approved capability.
• Workforce benefits net of backfill and training.
• Client teams sustaining outcomes independently.

The person

You bring 28+ years in aerospace aftermarket, value creation, operations, private equity or senior advisory. Your record includes export-controlled service networks, measurable working-capital or turnaround improvement and sponsor-facing delivery.

Candidates must show a saving rejected because it broke an authorised support route and benefits verified after handback. The hybrid Munich role requires frequent client-site work and international travel.

Compensation and terms

Base compensation is EUR 410,000–590,000 plus annual incentive and long-term participation linked to verified value, authorised service, client outcomes, practice contribution and succession. This advisory appointment uses a hybrid Munich base and reports to the Global Managing Partner and regional partner council. Replacement is urgent for live sponsor work.

Confidentiality

The partnership, clients, fleets, technical data, suppliers, benefits, sponsors and succession plans remain confidential. Further detail follows eligibility, conflicts and signed confidentiality. Applicants must not approach aerospace operators or advisers to identify the firm.