Partner – Executive Advisory — Enterprise-Operations Centre

The mandate

The enterprise is entering a phase in which leadership must resolve a new advisory proposition linking leadership choices to enterprise outcomes within a multinational-owned multinational global-capability-centre network. The immediate arena is the enterprise-operations centre during a leadership succession. For mandate 216, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Partner – Executive Advisory operating perimeter covers approximately ₹3,150 crore in annual global services budget, with activity spanning several enterprise-operations centre customer, product and delivery clusters rather than a single asset. The Partner – Executive Advisory Global Capability Centres remit carries direct influence over roughly 2,375 colleagues and third-party capacity.

The board and its investment committee want a Partner – Executive Advisory who can convert ambiguity into a short list of explicit choices for the enterprise-operations centre. The Partner – Executive Advisory Global Capability Centres seat must resolve a leadership succession, while preserving the underlying strengths of the enterprise-operations centre. For mandate 216, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Partner – Executive Advisory’s first year on the enterprise-operations centre is expected to end with origination, counsel quality and measurable client outcomes. In mandate 216, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Partner – Executive Advisory — Enterprise-Operations Centre seat following an accelerated leadership transition. Interim accountability is in place for the enterprise-operations centre, but the board wants a permanent appointment within 6–8 weeks because a leadership succession cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Partner – Executive Advisory value-creation thesis for the enterprise-operations centre, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹3,150 crore in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Partner – Executive Advisory Global Capability Centres organisation of about 2,375 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the enterprise-operations centre economics and execution constraints created by a leadership succession, with Partner – Executive Advisory-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Partner – Executive Advisory operating review across commercial, customer, financial, people, technology and risk outcomes for the enterprise-operations centre; remove reconciliations that obscure accountability.
• Show repeated senior-client origination plus responsibility for developing principals and future partners in mandate 216.
• Build the Partner – Executive Advisory’s three-year succession and capability plan for the enterprise-operations centre, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the enterprise-operations centre baseline, meet the 30 stakeholders most consequential to a new advisory proposition linking leadership choices to enterprise outcomes, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Partner – Executive Advisory portfolio and organisation choices for the enterprise-operations centre, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable enterprise-operations centre trend against origination, counsel quality and measurable client outcomes, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Partner – Executive Advisory’s agreed first-year enterprise-operations centre value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Partner – Executive Advisory forecast that remains decision-useful across three consecutive quarters and reconciles the enterprise-operations centre’s operating, cash, customer and people assumptions.
• Closure of the Partner – Executive Advisory mandate’s highest-priority enterprise-operations centre risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical enterprise-operations centre talent and ready-now successors for at least 70% of the Partner – Executive Advisory’s direct reports.
• A quantified Partner – Executive Advisory-owned improvement in the enterprise-operations centre operating constraint behind a leadership succession, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 216: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Partner, Principal or senior executive adviser in a multinational-owned Global Capability Centres or adjacent enterprise. In relation to the enterprise-operations centre, your Partner – Executive Advisory track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from GCCs, shared services, enterprise technology, business services or multinational operations will be considered where the operating model, customer stakes and governance intensity match this Partner – Executive Advisory brief.

As a Partner – Executive Advisory candidate, you bring 22–28 years of progressive Global Capability Centres or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹1,850 crore and led an organisation of at least 1,675 people. Advisory seats require equivalent enterprise-operations centre client-value ownership and multi-disciplinary leadership.

For mandate 216, the board wants two transitions: a difficult enterprise-operations centre portfolio choice and a leadership-system change during a leadership succession. As the prospective Partner – Executive Advisory for this enterprise-operations centre, you must challenge optimistic cases and still create followership. References for mandate 216 must distinguish your contribution from the institution around you.

The Partner – Executive Advisory role in Global Capability Centres is based in Bengaluru; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of Partner, Principal or senior executive adviser, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven Partner – Executive Advisory ownership of at least ₹1,850 crore and leadership of no fewer than 1,675 employees in a comparable enterprise-operations centre context.
• One completed Global Capability Centres or adjacent-sector example of a new advisory proposition linking leadership choices to enterprise outcomes with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks Partner – Executive Advisory-level enterprise-operations centre consequences will not meet the bar.
• Willingness to meet the Bengaluru location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 216.

Compensation and terms

The anticipated Partner – Executive Advisory package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final enterprise-operations centre scope and the candidate’s current mix. Any long-term participation for mandate 216 follows standard vesting and performance conditions. The Partner – Executive Advisory appointment in Bengaluru, centred on the enterprise-operations centre, offers regular exposure to the board and its investment committee. A structured client and conflict transition of up to 6 months can be accommodated for mandate 216.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 216. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 216.