Partner – Organisation and Talent — Electric-Mobility Platform

The mandate

The chair and executive committee are aligned that the immediate priority is client demand for organisation advice tied directly to strategic delivery within a institutionally backed technology-enabled mobility and transport platform. The immediate arena is the electric-mobility platform during a unit-economics reset. For mandate 439, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Partner – Organisation and Talent operating perimeter covers approximately A$4,750 million in gross bookings and fleet portfolio, with activity spanning several electric-mobility platform customer, product and delivery clusters rather than a single asset. The Partner – Organisation and Talent Mobility remit carries direct influence over roughly 650 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Partner – Organisation and Talent who can convert ambiguity into a short list of explicit choices for the electric-mobility platform. The Partner – Organisation and Talent Mobility seat must resolve a unit-economics reset, while preserving the underlying strengths of the electric-mobility platform. For mandate 439, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Partner – Organisation and Talent’s first year on the electric-mobility platform is expected to end with trusted counsel, senior-team effectiveness and repeatable intellectual property. In mandate 439, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Partner – Organisation and Talent — Electric-Mobility Platform seat, established because a unit-economics reset now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the electric-mobility platform, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the Partner – Organisation and Talent value-creation thesis for the electric-mobility platform, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately A$4,750 million in gross bookings and fleet portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Partner – Organisation and Talent Mobility organisation of about 650 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the electric-mobility platform economics and execution constraints created by a unit-economics reset, with Partner – Organisation and Talent-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Partner – Organisation and Talent operating review across commercial, customer, financial, people, technology and risk outcomes for the electric-mobility platform; remove reconciliations that obscure accountability.
• Show repeated senior-client origination plus responsibility for developing principals and future partners in mandate 439.
• Build the Partner – Organisation and Talent’s three-year succession and capability plan for the electric-mobility platform, reducing dependence on individual executives and improving mobility across the wider Mobility organisation.

The first 12 months

• Days 1–90: Validate the electric-mobility platform baseline, meet the 30 stakeholders most consequential to client demand for organisation advice tied directly to strategic delivery, 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 – Organisation and Talent portfolio and organisation choices for the electric-mobility platform, 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 electric-mobility platform trend against trusted counsel, senior-team effectiveness and repeatable intellectual property, 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 – Organisation and Talent’s agreed first-year electric-mobility platform value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Partner – Organisation and Talent forecast that remains decision-useful across three consecutive quarters and reconciles the electric-mobility platform’s operating, cash, customer and people assumptions.
• Closure of the Partner – Organisation and Talent mandate’s highest-priority electric-mobility platform risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical electric-mobility platform talent and ready-now successors for at least 70% of the Partner – Organisation and Talent’s direct reports.
• A quantified Partner – Organisation and Talent-owned improvement in the electric-mobility platform operating constraint behind a unit-economics reset, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 439: 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, Organisation Practice Leader or senior talent adviser in a institutionally backed Mobility or adjacent enterprise. In relation to the electric-mobility platform, your Partner – Organisation and Talent track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from mobility, logistics, automotive, travel technology or consumer platforms will be considered where the operating model, customer stakes and governance intensity match this Partner – Organisation and Talent brief.

As a Partner – Organisation and Talent candidate, you bring 22–28 years of progressive Mobility 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 A$2,750 million and led an organisation of at least 450 people. Advisory seats require equivalent electric-mobility platform client-value ownership and multi-disciplinary leadership.

For mandate 439, the board wants two transitions: a difficult electric-mobility platform portfolio choice and a leadership-system change during a unit-economics reset. As the prospective Partner – Organisation and Talent for this electric-mobility platform, you must challenge optimistic cases and still create followership. References for mandate 439 must distinguish your contribution from the institution around you.

The Partner – Organisation and Talent must be based in Sydney; international relocation is supported, but this Mobility role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Partner, Organisation Practice Leader or senior talent adviser, with direct exposure to a board, investment committee or equivalent Mobility governance forum.
• Proven Partner – Organisation and Talent ownership of at least A$2,750 million and leadership of no fewer than 450 employees in a comparable electric-mobility platform context.
• One completed Mobility or adjacent-sector example of client demand for organisation advice tied directly to strategic delivery with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from mobility, logistics, automotive, travel technology or consumer platforms; experience that is purely functional and lacks Partner – Organisation and Talent-level electric-mobility platform consequences will not meet the bar.
• Willingness to meet the Sydney location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 439.

Compensation and terms

The anticipated Partner – Organisation and Talent package is A$380,000–500,000 base + annual incentive, calibrated to the final electric-mobility platform scope and the candidate’s current mix. Any long-term participation for mandate 439 follows standard vesting and performance conditions. The Partner – Organisation and Talent appointment in Sydney, centred on the electric-mobility platform, offers regular exposure to the group board and the relevant risk and people committees. A structured client and conflict transition of up to 6 months can be accommodated for mandate 439.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 439. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 439.