Partner – Organisation and Talent — Electric-Mobility Platform

The mandate

Electric-mobility companies grew separate teams for vehicle deployment, charging, energy, software, city operations and partnerships. Boards are finding duplicated market roles alongside shortages in grid, reliability, battery and field-maintenance capability. Conventional span-and-layer programmes risk cutting the scarce work and preserving the organisational ambiguity. The advisory partnership is creating a Partner role that connects people choices to asset and service economics.

The practice and client perimeter is approximately 650 employees and material partners across organisation, talent, operations, engineering and strategy. The partner will advise boards, CEOs and people leaders on operating model, executive assessment, workforce planning, capability and responsible implementation. They should not sell assessment as an end in itself or use cost benchmarks without understanding how work reaches a vehicle, charger or customer.

Australian transition businesses face dispersed sites, licensed work, project peaks and competition for energy and engineering talent. The adviser must distinguish permanent differentiated capability from work better sourced through accountable partners. Organisation changes should state which decisions become faster, which operating outcome improves and how capability will be available on the required shift.

Workforce economics must cover more than employee cost. Fly-in support, contractor minimums, overtime, travel, scarce-role vacancies and delayed commissioning can make a lean structure more expensive than the baseline. The Partner will build capacity scenarios against project and operating demand, including the cost of competence decay between deployment waves. Recommendations should show what work stops if capacity is removed, not assume unchanged output from fewer roles.

Leadership assessment will be grounded in the transition stage. A founder effective during technology development may not be the right operator for a multi-site service, yet their knowledge could remain critical in a bounded technical role. The adviser must frame such choices without predetermined status outcomes, protect assessment confidentiality and help boards design handover, decision rights and performance evidence that make alternative roles genuine.

Why this seat is open

An urgent client portfolio exposed a capability the current practice could not cover consistently, leading to approval of a new Partner position. There is no predecessor. The council will support targeted hiring after the appointee defines the proposition and professional safeguards.

What you will own

• Diagnose work, decisions and economic constraints before proposing structure, role or workforce changes.
• Design operating models across fleet, charging, energy, software and regional operations with testable accountabilities.
• Assess executives against future work and evidence, not legacy status or generic leadership traits.
• Build capability and workforce plans for licensed, scarce and location-bound roles.
• Quantify cost, capacity, service and implementation consequences with finance and operations advisers.
• Lead employee transition advice that respects consultation, safety and fair selection.
• Originate and deliver board-sponsored engagements without overstating available benchmark or talent data.
• Develop directors and principals able to conduct field diagnosis and sensitive leadership work.

The first 12 months

In 90 days, review live pursuits, define an economic organisation diagnostic and lead field work for one client across offices and operating sites. Establish data, assessment and conflict protocols. Reframe any proposal that starts from a predetermined headcount target without verified work and service consequences.

By month six, complete a target operating model and executive decision process that a client begins implementing. Launch a scarce-capability offering with engineering and workforce specialists. Build finance-validated baselines and post-change measures into every assignment, including effects on contractors and critical shifts.

At twelve months, at least three client organisations should have implemented decisions that reduce run cost or capital delay while meeting service and safety guardrails. The practice should reach agreed revenue and collection outcomes, with two non-partner leaders independently running workstreams. Critical client roles should have filled or funded capability paths, and no assessment or workforce process should carry an unresolved fairness or data-control issue.

What the board will measure

• Client operating and economic outcomes attributable to organisation decisions.
• Preservation and development of scarce transition capability.
• Fair, evidence-led executive and employee decisions.
• Quality revenue, collections and responsible engagement acceptance.
• Collaboration with technical, operational and financial disciplines.
• Practice leadership depth beyond the founding Partner.

The person

You have 22–28 years in organisation, talent, workforce transformation or operational leadership, with meaningful exposure to electric mobility, energy, infrastructure or engineering. Current advisory partners and senior operating people executives with proven client origination are relevant. You have changed structure after observing work in the field, not only through interviews at headquarters.

Your experience should cover organisations of at least 450 people and economic scope above A$500 million. You can show which layer or role you preserved after analysis, how you measured decision speed and what happened to scarce talent after implementation. The council will test your handling of assessment evidence, confidentiality and commercially inconvenient findings.

This onsite Sydney advisory role includes substantial client-site travel and reports to the Global Managing Partner and regional partner council.

Compensation and terms

The base range is A$380,000–500,000 plus annual incentive, calibrated to partnership level, client business and delivery evidence. Reward includes client outcomes, revenue quality, collaboration, professional risk and talent. This onsite Sydney advisory appointment reports through global and regional partner governance and involves substantial travel.

Confidentiality

The firm, clients, assessments and workforce plans are withheld. Further access requires relevance, conflict clearance and written confidentiality. Scale and circumstances are composite and non-identifying; candidates must not seek verification through board members, people leaders or mobility employees.