Managing Partner – Growth Advisory — Risk And Controls Estate

The mandate

A multinational-owned advisory platform has built a respected growth practice around a small group of anchor clients. The relationships are deep, but concentration, senior-led delivery and episodic assignments leave the practice vulnerable. Meanwhile, banking boards need growth advice that integrates risk and controls rather than separating strategy from execution. A cost-to-income reset makes a second growth engine urgent.

The Managing Partner – Growth Advisory will influence work connected to approximately £65,950 million in loans and deposits and lead around 675 employees and material partners. Scope includes market proposition, board origination, account portfolio, partner deployment, solution development, delivery quality, economics and talent. The role is accountable to the Global Managing Partner and regional partner council.

The first decision concerns where the practice has a right to win. Broad claims around growth are not enough. The appointee will identify recurring board problems in regulated banking where the platform’s strategy, customer, data, risk and operating capabilities create a distinctive answer. Sector and issue choices should direct hiring, intellectual property and relationship investment.

Anchor relationships will be treated with respect and discipline. Client economics must show revenue quality, partner time, delivery leverage, working capital, conflict and concentration. The Managing Partner will deepen mandates where value is mutual while reducing dependency on introductions or extensions controlled by one sponsor. No client should become too important to challenge.

Origination will move from personal network to institutional coverage. Senior relationships remain essential, but account plans need multiple trusted connections, specific client hypotheses and a route from conversation to board-sponsored work. The new leader will be judged on opportunity quality and conversion, not meeting volume or unqualified pipeline.

The second engine may involve sectors, geographies or recurring propositions, but it must be built from evidence. Pilot assignments need target economics, reusable methods and a continuation gate. The practice should stop tailoring every deliverable from scratch while resisting packaged answers that ignore a client’s risk and operating context.

Partner leverage will be redesigned around accountability. Senior partners should originate, shape consequential choices and remain answerable for outcomes without occupying work that develops directors. Teams need a clear mix of industry judgement, analytics and implementation. Utilisation cannot reward unnecessary staffing or conceal weak delegation.

Outcome credibility differentiates the practice. Engagement cases should state the customer, cash, risk or capability movement expected, how it will be measured and what depends on the client. Benefits must not be claimed solely from recommendations accepted. Post-engagement reviews will test what survived and feed evidence into future proposals.

The risk and controls estate is part of growth strategy. New propositions must identify regulatory capacity, conduct exposure, data and operational readiness. The Managing Partner will help boards choose the pace and form of growth they can control, rather than use compliance as a late diligence workstream.

Practice economics will support the cost reset. Pricing, scope, delivery location, subcontractors, write-offs and collections should be visible at engagement and account level. Cost action must remove low-value activity and poor leverage rather than hollow out specialist capability or defer partner investment.

Why this seat is open

This urgent new advisory role creates single ownership of growth diversification during the cost reset. Interim partner coverage protects live clients, but the council intends to appoint within six to eight weeks so proposition and talent choices can enter the next planning round.

What you will own

• Define the practice’s defensible regulated-growth proposition and target markets.
• Influence client work connected to a £65,950 million banking perimeter.
• Diversify origination beyond a small anchor-client and sponsor base.
• Build recurring board mandates through institutional account coverage.
• Improve partner leverage, delivery economics and reusable intellectual property.
• Lead approximately 675 employees and partners with deliberate succession.
• Tie engagements to customer, cash, capability or controlled-risk outcomes.
• Give the partner council clear investment gates and concentration scenarios.

The first 12 months

The opening 90 days should reconcile pipeline, client concentration, engagement economics and partner capacity. Meet the 30 stakeholders most consequential to diversification, including anchor clients, former clients, board members, partners, sector leaders and delivery teams. Assess leadership and agree proposition investment gates.

Months four to nine should launch the second-engine proposition, build multi-threaded coverage and reset low-leverage accounts. Fill capability gaps and codify evidence from delivered work. Initial value may appear through a new board mandate, improved conversion, reduced concentration or stronger contribution after complete delivery cost.

By year end, origination diversity, partner leverage and recurring board work should show repeatable improvement. The value case must remain within 10% of approval and forecasts should reconcile pipeline, cash, delivery and people for three quarters. Priority issues require independent closure evidence; severe escalation cannot remain unresolved beyond 30 days.

What the partner council will measure

• Revenue and pipeline concentration by client, sponsor and proposition.
• Conversion from qualified board issue to contracted, collectible work.
• Contribution after partner time, delivery cost, write-off and working capital.
• Realised client outcomes and intellectual property reused with integrity.
• Keep over nine in ten critical advisers and ready successors for seven in ten direct roles.
• Multi-threaded relationships that survive the departure of one sponsor.

The person

You are a Managing Partner, Growth Practice Head or Senior Partner with 28 or more years in banking advisory or adjacent regulated services. You bring verifiable board relationships and evidence of building practice economics beyond your own billings.

Your accountable P&L, book, budget or equivalent client-value portfolio has been at least £38,250 million, and you have led 475 or more people. You can show results sustained across two reporting periods after a practice intervention.

You combine origination with delivery judgement, understand bank risk and controls, and can stop weak pursuits despite internal enthusiasm. References must distinguish the institution’s brand from your contribution.

Compensation and terms

Base compensation is £400,000–575,000 plus annual incentive and LTI. The advisory appointment is hybrid in London, supports international relocation and can accommodate a structured client and conflict transition of up to six months.

Confidentiality

The firm, anchor clients and practice economics will be disclosed only after conflict and mutual-fit review under confidentiality. Composite figures prevent triangulation.