Partner – Organisation and Talent — Cybersecurity Portfolio

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 enterprise technology and digital-products group. The immediate arena is the cybersecurity portfolio during a shift from licences to subscriptions. For mandate 139, 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$1,650 million in annual recurring revenue portfolio, with activity spanning several cybersecurity portfolio customer, product and delivery clusters rather than a single asset. The Partner – Organisation and Talent Technology remit carries direct influence over roughly 525 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 cybersecurity portfolio. The Partner – Organisation and Talent Technology seat must resolve a shift from licences to subscriptions, while preserving the underlying strengths of the cybersecurity portfolio. For mandate 139, 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 cybersecurity portfolio is expected to end with trusted counsel, senior-team effectiveness and repeatable intellectual property. In mandate 139, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The Partner – Organisation and Talent — Cybersecurity Portfolio requirement was not included in the approved hiring calendar. It became urgent after a shift from licences to subscriptions created an immediate need for one accountable owner of the cybersecurity portfolio. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the Partner – Organisation and Talent value-creation thesis for the cybersecurity portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately A$1,650 million in annual recurring revenue portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Partner – Organisation and Talent Technology organisation of about 525 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the cybersecurity portfolio economics and execution constraints created by a shift from licences to subscriptions, 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 cybersecurity portfolio; remove reconciliations that obscure accountability.
• Show repeated senior-client origination plus responsibility for developing principals and future partners in mandate 139.
• Build the Partner – Organisation and Talent’s three-year succession and capability plan for the cybersecurity portfolio, reducing dependence on individual executives and improving mobility across the wider Technology organisation.

The first 12 months

• Days 1–90: Validate the cybersecurity portfolio 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 cybersecurity portfolio, 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 cybersecurity portfolio 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 cybersecurity portfolio 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 cybersecurity portfolio’s operating, cash, customer and people assumptions.
• Closure of the Partner – Organisation and Talent mandate’s highest-priority cybersecurity portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical cybersecurity portfolio 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 cybersecurity portfolio operating constraint behind a shift from licences to subscriptions, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 139: 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 Technology or adjacent enterprise. In relation to the cybersecurity portfolio, 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 software, cloud services, digital platforms, IT services or technology-enabled business services 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 Technology 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$950 million and led an organisation of at least 375 people. Advisory seats require equivalent cybersecurity portfolio client-value ownership and multi-disciplinary leadership.

For mandate 139, the board wants two transitions: a difficult cybersecurity portfolio portfolio choice and a leadership-system change during a shift from licences to subscriptions. As the prospective Partner – Organisation and Talent for this cybersecurity portfolio, you must challenge optimistic cases and still create followership. References for mandate 139 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 Technology 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 Technology governance forum.
• Proven Partner – Organisation and Talent ownership of at least A$950 million and leadership of no fewer than 375 employees in a comparable cybersecurity portfolio context.
• One completed Technology 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 software, cloud services, digital platforms, IT services or technology-enabled business services; experience that is purely functional and lacks Partner – Organisation and Talent-level cybersecurity portfolio consequences will not meet the bar.
• Willingness to meet the Sydney location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 139.

Compensation and terms

The anticipated Partner – Organisation and Talent package is A$380,000–500,000 base + annual incentive, calibrated to the final cybersecurity portfolio scope and the candidate’s current mix. Any long-term participation for mandate 139 follows standard vesting and performance conditions. The Partner – Organisation and Talent appointment in Sydney, centred on the cybersecurity portfolio, 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 139.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 139. 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 139.