Senior Partner – Transformation — Consumer-Finance Book

The mandate

Consumer lenders are revisiting capital allocation as funding costs, credit dispersion and technology commitments collide. An advisory firm has strong individual capabilities in finance, risk, operations and digital delivery but no senior partner accountable for joining them around a board decision. It is creating a transformation practice for assignments where the answer may be to narrow a portfolio, change an operating model or stop investment—not simply launch a large programme.

The Senior Partner will build and influence approximately 150 employees and partners and a client and advisory perimeter around ₹3,400 crore. Target clients include banks, non-bank lenders and digital credit businesses. The proposition should connect product and channel economics, funding, impairment, servicing, collections, technology and conduct. It must remain selective enough to be credible and broad enough to solve the enterprise problem.

The practice begins with assets, not a blank page: recognised specialists, existing accounts and active transformation work. What is missing is a common market thesis, integrated delivery leadership and partner economics that reward collaboration. The appointee needs to create those conditions while winning enough board-level work to justify dedicated investment.

Why this seat is open

This is planned hiring for a new practice seat. Demand has been served through temporary teams assembled by account partners, causing inconsistent scope and missed opportunities. The council approved a deliberate build rather than acquiring a boutique immediately. The selected candidate will influence the final hiring, alliance and intellectual-capital plan before the next partner budget closes.

What you will own

• Define the client situations in which an integrated transformation offer is distinctive and decline generic programme work that does not meet them.
• Originate CEO, CFO and board mandates around capital, margin, credit and operating-model choices.
• Build diagnostic evidence connecting product cohorts, funding, service cost, collections and technology investment.
• Assemble multidisciplinary teams with one accountable client outcome and transparent contribution credit among partners.
• Design benefits with client finance, including counterfactual, cash timing, risk and disbenefits.
• Recruit or develop consumer-credit specialists and decide where alliances provide better economics than permanent capacity.
• Protect delivery quality and intervene before a disputed baseline or weak client ownership undermines an engagement.
• Create reusable knowledge from engagements only where permissions, anonymisation and professional standards allow.

The first 12 months

In the first quarter, review the existing pipeline, live programmes and lost bids. Interview clients about decisions they could not obtain from the firm’s current functional offers. Select two anchor problems and map the precise capabilities and evidence needed. Agree account and origination protocols so the new practice complements rather than competes with sector partners.

By month five, bring the first integrated diagnostic to a board, recruit two priority specialists and establish a benefit-assurance method with finance partners. Stop or reshape pursuits whose breadth lacks a decision-focused scope. Publish a point of view using public or permissioned evidence, avoiding disguised sales claims.

The second half should convert initial work into delivery references. Personally lead at least two consequential assignments while developing other partners as successors. Review benefits quarterly with client CFOs, correct baselines early and create a cohort of directors capable of integrating credit, operating and technology evidence.

At twelve months, the practice should have a qualified pipeline at least three times its annual revenue objective; 70% of won work should involve multiple capabilities under one outcome; realised benefits should reach at least 85% of approved first-year cases; engagement contribution should meet the council hurdle; and no single individual should account for more than 35% of originations or delivery leadership.

What the partner council will measure

• Board-level mandates won for defined transformation situations.
• Realised client cash, capital and risk outcomes against independently agreed baselines.
• Collaboration that is real in scope and delivery rather than multiple service codes on one invoice.
• Quality, contribution and collection of early engagements.
• Development of specialist and integration talent beneath partner level.
• A focused market identity recognised by clients without overclaiming case experience.

The person

You have 18–22 years across consumer lending and advisory, whether as a senior partner, transformation executive or leader who has moved between both. Your accountable client, operating or book perimeter has exceeded ₹2,000 crore and you have led teams of 150 or more employees and partners.

You can connect lending economics to the operating reality that produces them. You have made or advised a capital choice among products, channels or platforms and then remained involved long enough to see its consequences. Pure programme mobilisation, sales or functional expertise without enterprise integration will not meet the threshold.

You are an entrepreneurial builder with professional restraint. You can win trust before the practice has a long list of branded cases, but will not imply experience the team does not possess. Other partners should see fair credit and strong client leadership; clients should see one accountable argument rather than coordinated specialists.

Compensation and terms

Fixed remuneration is ₹2.2–3.0 crore plus performance variable. Final terms reflect advisory experience and scope; measures include client value, profitable growth, quality, collaboration and talent. The advisory role is onsite in Pune. Planned hiring allows appropriate notice while preserving participation in the coming investment cycle.

Confidentiality

The advisory firm and prospective clients will be disclosed only after conflicts and suitability are assessed under reciprocal confidentiality. The practice thesis and values are intentionally composite. Applicants must not use them to solicit possible firms, clients or employees.