Partner – Executive Advisory — Energy-Services Division

The mandate

An energy-services portfolio is separating business units, shared capabilities and corporate interfaces while client contracts and field delivery continue. Executives need more than organisation charts or individual coaching: they must decide accountability, leadership composition and operating behaviour at the same time as legal and commercial boundaries change. An advisory partnership has created a Partner – Executive Advisory role to link leadership choices with measurable separation outcomes.

The client-value perimeter is approximately ₹35,650 crore in assets and service portfolio, supported by 1,800 employees and material partners. Accountability includes executive-team advisory, leadership assessment, role design, decision governance, succession, transition facilitation, board counsel, engagement quality and practice talent. Client boards retain appointment and employment decisions. The Partner owns the integrity of leadership evidence and whether advice improves enterprise execution rather than personal preference.

Separations generate ambiguity. A leader may perform well in an integrated system but lack authority or capability in a standalone business. Another may be critical only during transition. The Partner must distinguish future-role requirement, current performance and temporary dependency.

Confidentiality is essential, but cannot become an excuse to delay succession, knowledge transfer or decision design until the separation date.

Why this seat is open

The need arose outside the approved partner plan when the operating-model separation accelerated. This urgent, unplanned search targets a four-to-six-week shortlist-to-offer process. Interim advisers protect current work, but no partner owns the full proposition. The appointment is additive rather than a concealed client role or replacement.

What you will own

• Define executive decisions and roles required by the separated model.
• Assess leaders against future work and transition demands.
• Facilitate board choices without assuming appointment authority.
• Build succession, knowledge and decision continuity plans.
• Measure leadership adoption through enterprise outcomes.
• Develop advisers and transferable senior-client relationships.

The advisory process will start with work. Customer ownership, capital, workforce, safety, service standards, technology, procurement and shared-service decisions will be mapped across the future entities. Role specifications will state accountabilities, interfaces and time horizon. Titles will follow the model rather than precede it.

Assessment will use multiple evidence sources: completed transitions, observed decision behaviour, business outcomes, references and structured evaluation. The Partner will identify where context helped or constrained performance. Potential will not be inferred from confidence or sponsor familiarity. Sensitive findings will be shared only with authorised decision-makers and documented responsibly.

Transition roles will be treated explicitly. Some executives may be suited to separation delivery but not the enduring model; others need an interim deputy or capability support. The Partner will help boards define duration, milestones and exit for these arrangements. Temporary necessity should not become an unexplained permanent appointment.

Executive-team effectiveness will be tested through live choices. Teams will rehearse disputes on resource, customer, service agreement and risk using the new governance. The adviser will observe whether authority, evidence and escalation work, then adjust the system. Workshops without changed decisions are not implementation.

Outcome measures will link leadership advice to decision cycle, milestone delivery, service continuity, critical retention and successor readiness. External events will be separated from attributable change. The Partner will transfer facilitation and review capability to client leaders rather than remain the permanent interpreter of the model.

Board records will preserve why difficult leadership choices were made. Role evidence, conflicts, dissent, transition conditions and review dates will be documented without creating unnecessary personal exposure. Communication plans will distinguish what affected executives, teams, customers and partners need to know. A confidential process should still produce an explainable decision and a respectful employee experience.

The first 12 months

Within 75 days, the Partner will review the eight largest engagements, map priority executive decisions and assess advisory capability. The council will receive acceptance, quality and client-coverage choices plus a defined separation proposition.

By month eight, three client teams should have tested future decision governance, two boards should complete evidence-led leadership choices and priority transition roles should carry dated milestones. At least two advisers should lead work without continuous partner intervention.

At year-end, 80% of advised governance changes should remain in use after two reporting cycles, critical executive decisions meet agreed dates and 75% of pivotal roles carry credible succession. Engagement contribution and quality should remain within council tolerance, with multi-partner coverage across priority clients.

What the board will measure

• Executive roles grounded in future work and accountability.
• Fair evidence separating performance, potential and context.
• Leadership choices improving separation delivery.
• Client capability sustained without permanent adviser dependence.
• Strong advisory talent and relationship succession.

The person

You are an executive-advisory Partner, leadership adviser or organisation-transformation leader with 22–28 years of experience. You have carried client-value scope above ₹20,700 crore and led at least 1,250 people. Your record includes separations, succession and executive teams in energy or another high-consequence industry.

The council will examine a sponsor preference you challenged, a temporary transition role you prevented from becoming permanent and a team intervention that changed operating outcomes. You must combine discretion with evidence and commercial judgement. Coaching-only experience without enterprise design consequence will not qualify.

This hybrid Mumbai role requires extensive board, client and operating-location travel.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. Measures include client decisions, adoption, quality, contribution, adviser development and succession. Final terms follow partnership governance and confirmed role scope.

Confidentiality

The practice, clients, executives, assessments and separation decisions remain confidential. Additional details follow reciprocal interest and an undertaking. The brief combines situations to prevent identification.