Senior Partner – Capital and Deals — Corporate Bank

The mandate

A privately held advisory platform sees growing regional demand for capital and transaction advice grounded in sector detail. Its established Senior Partner is leaving through an accelerated transition, creating risk around board relationships, live opportunities and tacit judgement. The firm needs a successor who can preserve trust while building a proposition that connects deal completion to post-deal value.

The Senior Partner – Capital and Deals will influence work connected to approximately A$50,300 million in corporate-bank loans and deposits and lead around 375 employees and material partners. Scope covers board origination, capital strategy, transaction options, valuation, diligence, financing, execution, post-deal value and practice talent. The post reports to the Global Managing Partner and regional partner council.

Succession starts with an honest relationship map. Client contacts, history, live decisions, conflicts and promised follow-up must move from personal memory into accountable coverage. Joint meetings should transfer context and credibility without presenting the successor as a duplicate. Boards need continuity of service and a clear reason to deepen the next relationship.

The proposition will be sector-specific. Capital structure and transaction risk differ across infrastructure, resources, financial services, healthcare and technology. The Senior Partner will choose areas where the firm has credible insight, data and execution support. Broad market commentary cannot replace a view on regulation, operating assets, customer economics and integration.

Capital advice will consider the full option set. Clients may need acquisition, divestment, partnership, equity, debt, recapitalisation or no transaction. The appointee must be able to recommend against a fee-generating deal when resilience, strategic fit or execution capacity is weak. Independence is the foundation of recurring board access.

Origination will use specific hypotheses rather than generic coverage. Sector signals, ownership events, balance-sheet pressure and strategic gaps should lead to timely conversations. Pipeline stages need evidence and a next decision. A large list of unqualified names cannot be presented as future revenue.

Transaction execution will connect valuation to diligence and operating reality. Revenue synergy, capital, funding, tax, customer attrition, technology, controls and leadership require explicit owners and sensitivities. Findings that alter value must change price, structure, protection or the recommendation itself.

Post-deal value capture will begin before signing. Integration or separation choices need target states, milestones and accountable executives. Advisory teams should remain involved where their work materially affects benefits, without creating dependency or claiming value delivered by client leaders. Reviews will test what held after departure.

Commercial discipline includes conflicts, independence and collections. Engagement pricing should reflect senior attention, specialist depth, risk and delivery. The leader will prevent contingent economics from distorting advice and ensure information barriers remain credible across competing clients or bidders.

The team requires deeper succession than one rainmaker. Directors and partners should gain board exposure, sector authority and execution accountability. Performance will reward relationship depth, collaborative origination, quality and realised client value rather than personal billing alone.

Why this seat is open

An accelerated partner departure created an urgent replacement need. Interim ownership protects live transactions, but relationship and practice decisions cannot remain split. The council expects appointment within six to eight weeks and will handle the predecessor’s transition professionally.

What you will own

• Transfer board relationships, live opportunities and client context safely.
• Influence advisory work linked to an A$50,300 million corporate-bank perimeter.
• Build sector-specific capital and transaction propositions across the region.
• Advise across acquisition, divestment, partnership, equity and debt choices.
• Connect valuation, diligence and structure to operating consequences.
• Lead approximately 375 employees and partners with deeper succession.
• Establish accountable post-deal value review and reusable evidence.
• Protect conflicts, independence, quality and practice economics.

The first 12 months

In the first 90 days, secure live engagements and map the predecessor’s relationships, pipeline and unresolved commitments. Meet the 30 stakeholders most consequential to continuity, including boards, investors, lenders, sector specialists, partners and delivery leaders. Assess talent and agree proposition investment gates.

Months four to nine should complete priority relationship transfers, originate sector-led work and strengthen execution methods. Build succession beneath the partner level and close weak pipeline. Initial value may appear through renewed board sponsorship, converted mandates, a deal restructured or post-deal benefits independently evidenced.

By year end, board access, deal conversion and value capture should show repeatable progress. Delivery needs to remain within 10% of approval and forecasts should reconcile pipeline, cash, clients and people across three quarters. Priority risks need independent closure evidence; severe escalation cannot remain open beyond 30 days.

What the partner council will measure

• Retention and expansion of relationships transferred from the predecessor.
• Qualified sector pipeline and conversion into collectible engagements.
• Advice that changed transaction value, structure or client decision.
• Post-deal benefits supported beyond engagement-team departure.
• Preserve more than 90% of critical talent and ready successors for 70% of direct roles.
• Contribution after partner time, specialists, write-offs and working capital.

The person

You are a Senior Partner, Deals Leader or Investment Committee adviser with 22–28 years in banking advisory or adjacent regulated transactions. You have originated board-sponsored work and stayed close enough to establish whether its value survived execution.

Your accountable P&L, book, budget or equivalent client-value portfolio has been at least A$29,150 million, and you have led 275 or more people. Results must be demonstrable over two reporting periods after intervention.

You combine sector judgement, capital literacy and transaction independence. You can inherit relationships without dependence on a predecessor, recommend no deal when appropriate and distinguish your contribution from favourable markets or a strong institutional brand.

Compensation and terms

Base compensation is A$380,000–500,000 plus annual incentive. The advisory appointment follows a hybrid Sydney pattern, supports international relocation and permits a structured client and conflict transition of up to six months.

Confidentiality

The firm, predecessor, clients and live transactions remain confidential. Details are shared after reciprocal interest and conflict review; the published context is composite.