Managing Partner – Growth Advisory — Data-Products Franchise

The mandate

A multinational-owned growth-advisory practice serving data-products businesses has strong work with a small group of anchor clients, but too little origination beyond them. Senior economics and deployment remain tied to personal relationships, leaving the franchise exposed when one client pauses. A governance reset now requires a Managing Partner who can build a second engine without diluting counsel quality.

The Managing Partner – Growth Advisory will influence client activity connected to approximately S$1,750 million in annual recurring revenue and lead around 425 employees and material partners. Scope includes market proposition, board relationships, origination, account portfolio, partner deployment, delivery quality, intellectual property, practice economics and talent. Reporting is to the Global Managing Partner and the regional partner council.

The first task is to understand the concentration honestly. Revenue, margin, partner time, pipeline, relationship depth and delivery dependence should be mapped by client and proposition. The leader will distinguish institutional relationships from those owned by one partner and identify which anchor work can yield transferable capability rather than merely repeat custom assignments.

The second growth engine must start with a problem the practice can credibly own. Data-product boards may need decisions around portfolio focus, monetisation, data rights, platform economics, commercial scale or transaction readiness. The Managing Partner will choose a limited proposition where the firm possesses evidence, senior access and multidisciplinary capability, then stop broad claims that lack differentiated delivery.

Origination diversity is not a target list. Board relationships develop through relevant insight, judgement and trust before a formal opportunity. The role will create an account system that identifies decision makers, material events and useful points of view while preserving professional boundaries. Pipeline stages must reflect client action, not partner optimism.

Partner leverage is central to the economic model. A practice that depends on the Managing Partner to sell, shape and deliver every assignment cannot scale. The leader will develop partners who can originate and lead work, give them meaningful client exposure and hold them to quality and economics. Delegation without apprenticeship would put trust at risk.

Recurring board mandates require measurable value and renewal logic. Engagements should begin with the decision, baseline and evidence the client board will accept. Scope changes, senior time and delivery risk need governance. Intellectual property should improve speed and consistency without turning advisory judgement into a generic template.

The data-products franchise demands sector depth. Advisers need to understand subscription and usage economics, data rights, architecture, customer adoption and regulatory consequences. Multidisciplinary teams should be assembled around the client decision, not internal practice boundaries. External experts require clear accountability and conflicts management.

Practice economics will connect origination, pricing, utilisation, delivery mix, write-offs and cash. Discounts or partner heroics that obscure the true cost of work should be visible. Investment in a new proposition needs milestones for relationships, qualified opportunities, converted mandates and partner capability, with stop criteria if evidence does not develop.

The leadership system must survive the transition. The Managing Partner will assess partner roles, succession, client concentration and critical-talent risk. Governance with the regional council should make allocation and performance decisions early while protecting confidential client matters.

Why this seat is open

An accelerated partner transition has created an urgent replacement. Interim accountability protects clients, but origination and partner-development choices cannot remain divided. The firm seeks appointment within six to eight weeks and is handling the predecessor’s circumstances neutrally.

What you will own

• Diagnose anchor-client and individual-partner concentration.
• Steward advisory activity connected to approximately S$1,750 million of annual recurring revenue.
• Build a focused growth proposition for data-products boards.
• Develop trusted relationships beyond the current anchor base.
• Increase partner-led origination and delivery without reducing quality.
• Lead approximately 425 employees and material partners.
• Govern engagement value, pricing, deployment and recurring mandates.
• Strengthen succession, conflicts management and practice economics.

The first 12 months

The opening 90 days should validate concentration and economics, meet the 30 stakeholders most consequential to growth and assess partners. Protect priority clients during transition. Agree the new proposition, target relationship fields and investment gates with the regional council.

Months four to nine should take the proposition into selected board conversations, develop partner-led origination and convert the first qualified mandates. Improve account governance, delivery leverage and pricing discipline. Early proof may include new-client revenue, broader relationship coverage or senior time released without quality loss.

At twelve months, origination diversity, partner leverage and recurring board mandates should support a durable second engine. Delivery must remain within 10% of the approved case, with three successive forecasts aligning pipeline, fees, cash, clients and people. Severe client or delivery concerns require independently accepted resolution inside 30 days.

What the board will measure

• Qualified pipeline and fees outside the existing anchor-client group.
• Board relationships held by multiple credible partners.
• Origination and delivery leverage that preserves client outcomes.
• Repeat mandates supported by measurable decision value.
• Retention above 90% for pivotal advisers and ready cover for 70% of direct reports.
• Practice margin, cash and write-offs reconciled to deployment choices.

The person

You are a Managing Partner, Growth Practice Head or Senior Partner with more than 28 years in technology or an adjacent advisory field. You bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings.

Your accountable P&L, book, budget or portfolio has been at least S$1,000 million, and you have led 300 or more people. Equivalent client-value ownership and multidisciplinary leadership are required. Results should be sustained for two reporting periods.

You understand data-products strategy and can turn sector knowledge into consequential board counsel. The firm needs a leader who can originate without overpromising, develop other partners and make investment choices when an attractive proposition lacks market proof.

Compensation and terms

Base compensation is S$700,000–950,000 plus annual incentive and LTI. The advisory appointment is hybrid in Singapore and supports international relocation. A structured client and conflict transition of up to six months can be accommodated.

Confidentiality

The firm, partners, anchor clients and prospective relationships remain confidential. Identifying information will be released after mutual interest, conflict review and execution of reciprocal confidentiality terms.