Senior Partner – Transformation — Transaction-Banking Franchise

The mandate

An institutionally backed advisory firm sees unmet demand from transaction-bank boards facing cost-to-income pressure. Existing work is spread across technology, operations and finance practices, producing fragmented advice and no partner who owns the complete transformation outcome. A new Senior Partner will create a board-level proposition and delivery bench.

The role influences approximately ₹55,750 crore in client loans and deposits and leads around 725 employees and material partners. It owns origination, transformation thesis, engagement quality, benefits, talent, alliances and practice economics, reporting to the Global Managing Partner and regional partner council.

Cost transformation should protect client value and controls. Relationship economics, service, process, platforms, suppliers, data and organisation need one baseline. Savings must represent work, systems or capacity genuinely retired, not vacancies or cost transferred elsewhere.

Board counsel should turn ambiguity into choices. The partner will state which propositions, processes and investments deserve protection, what must stop and which dependencies make timing credible. Advice continues into implementation where value depends on execution.

Signature engagements need repeatable methods without generic answers. Journey economics, process evidence, platform decisions and benefit governance should be reusable and independently challengeable.

The partner bench must grow. Senior leaders should originate, sponsor delivery and develop teams rather than depend on one rainmaker.

Client transformations require sharper governance than the practice currently provides. Before signing, each engagement should state the executive decision, baseline, benefit owner, delivery dependencies and conditions that would change scope or economics. A cost-to-income programme must include service, risk and revenue guardrails so savings do not reward slower onboarding, unresolved exceptions or control transfer. The Senior Partner will ensure technology, finance and operations advisers use one client evidence base and one accountable engagement narrative. Where benefits depend on client action, commercial terms and board reporting should separate adviser contribution from management execution. Independent review will focus on assumptions capable of changing the case rather than repeat every calculation.

Delivery capability will be built deliberately. Partners and directors need experience leading implementation forums, resolving resistance and revising a plan when evidence changes. Staffing will combine sector depth with specialist skills and provide apprenticeship instead of treating junior leverage as a margin device. Alliances or contractors should fill bounded gaps with knowledge-transfer and exit expectations. Quality events and underperformance will update methods, pricing and acceptance standards across the practice.

The Senior Partner will create a market-development calendar around real board decisions: cost plans, platform renewals, service remediation and operating-model choices. Pursuit teams will be small, accountable and evidence led. Cross-practice participation must strengthen the client answer without fragmenting ownership or multiplying internal economics that make proposals uncompetitive.

Every major pursuit will name one accountable partner.

Why this seat is open

This planned new role belongs to the next operating model, with a four-to-six-month appointment window ahead of the next capital and talent cycle.

What you will own

• Build a board-level transaction-banking transformation proposition.
• Steward advisory work across ₹55,750 crore of client loans and deposits.
• Integrate commercial, operations, finance, technology and control choices.
• Establish benefit baselines, ownership and independent validation.
• Create signature engagements and reusable delivery methods.
• Lead 725 employees and partners with a stronger partner bench.
• Govern outcome-linked economics, quality, conflicts and claims.
• Stop work where evidence or client ownership cannot support impact.

The first 12 months

The opening 90 days should review market demand, clients, pipeline, delivery and benefit evidence. Meet the 30 stakeholders most consequential to board access, including chairs, executives, partners and transformation leaders. Test propositions, assess the team and agree council investment gates.

Months four to nine should originate signature work, place benefit governance inside delivery and build multi-partner sponsorship. Fill senior gaps and release capacity from fragmented pursuits. Early value should appear in a board mandate, improved leverage, validated benefit or repeat work.

By year end, trusted board access, signature engagements and a strong partner bench should be repeatable. The case must remain within 10% of baseline and forecasts should reconcile pipeline, cash, delivery and people over three quarters. Priority quality risks require independent closure evidence; severe escalation cannot remain unresolved beyond 30 days.

What the partner council will measure

• Board relationships converted into material transformation mandates.
• Validated client cost and service outcomes.
• Practice margin, leverage and follow-on implementation work.
• Partner origination, delivery sponsorship and succession depth.
• Hold critical-practice attrition below 10% and create ready-now cover for seven in ten direct-report seats.
• Quantified improvement in proposition scale with named data ownership.

The person

You are a Senior Partner, Transformation Partner or Banking Practice Leader with 18–22 years in advisory or transaction banking. You have originated board work and remained accountable through implementation.

Your accountable book, budget, P&L or portfolio has been at least ₹32,350 crore, and you have led 500 or more people. You can evidence transformation outcomes and partner-bench growth sustained across two reporting periods.

You can challenge optimistic benefits, work across practice boundaries and remain visible when implementation forces the original plan to change.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. The advisory appointment is onsite in Hyderabad and can accommodate notice up to six months.

Confidentiality

The firm and client transformations remain unnamed until confidentiality is established. Composite facts prevent inference.