Managing Partner – Sector Advisory — Engineering Centre

The mandate

The next planning cycle has brought into focus creation of a sector-led advisory franchise with uneven partner economics within a listed multinational global-capability-centre network. The immediate arena is the engineering centre during a captive-to-global mandate expansion. For mandate 213, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Managing Partner – Sector Advisory operating perimeter covers approximately ₹3,350 crore in annual global services budget, with activity spanning several engineering centre customer, product and delivery clusters rather than a single asset. The Managing Partner – Sector Advisory Global Capability Centres remit carries direct influence over roughly 2,050 colleagues and third-party capacity.

The board and its investment committee want a Managing Partner – Sector Advisory who can convert ambiguity into a short list of explicit choices for the engineering centre. The Managing Partner – Sector Advisory Global Capability Centres seat must resolve a captive-to-global mandate expansion, while preserving the underlying strengths of the engineering centre. For mandate 213, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Managing Partner – Sector Advisory’s first year on the engineering centre is expected to end with anchor-client growth, partner productivity and an investable proposition. In mandate 213, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Managing Partner – Sector Advisory — Engineering Centre seat following an accelerated leadership transition. Interim accountability is in place for the engineering centre, but the board wants a permanent appointment within 6–8 weeks because a captive-to-global mandate expansion cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Managing Partner – Sector Advisory value-creation thesis for the engineering centre, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹3,350 crore in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Sector Advisory Global Capability Centres organisation of about 2,050 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the engineering centre economics and execution constraints created by a captive-to-global mandate expansion, with Managing Partner – Sector Advisory-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Managing Partner – Sector Advisory operating review across commercial, customer, financial, people, technology and risk outcomes for the engineering centre; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 213.
• Build the Managing Partner – Sector Advisory’s three-year succession and capability plan for the engineering centre, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the engineering centre baseline, meet the 30 stakeholders most consequential to creation of a sector-led advisory franchise with uneven partner economics, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Managing Partner – Sector Advisory portfolio and organisation choices for the engineering centre, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable engineering centre trend against anchor-client growth, partner productivity and an investable proposition, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Managing Partner – Sector Advisory’s agreed first-year engineering centre value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Managing Partner – Sector Advisory forecast that remains decision-useful across three consecutive quarters and reconciles the engineering centre’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Sector Advisory mandate’s highest-priority engineering centre risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical engineering centre talent and ready-now successors for at least 70% of the Managing Partner – Sector Advisory’s direct reports.
• A quantified Managing Partner – Sector Advisory-owned improvement in the engineering centre operating constraint behind a captive-to-global mandate expansion, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 213: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Managing Partner, Practice Leader or Senior Partner in a listed Global Capability Centres or adjacent enterprise. In relation to the engineering centre, your Managing Partner – Sector Advisory track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from GCCs, shared services, enterprise technology, business services or multinational operations will be considered where the operating model, customer stakes and governance intensity match this Managing Partner – Sector Advisory brief.

As a Managing Partner – Sector Advisory candidate, you bring 28+ years of progressive Global Capability Centres or adjacent-sector experience, consistent with the 28-plus experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹1,950 crore and led an organisation of at least 1,425 people. Advisory seats require equivalent engineering centre client-value ownership and multi-disciplinary leadership.

For mandate 213, the board wants two transitions: a difficult engineering centre portfolio choice and a leadership-system change during a captive-to-global mandate expansion. As the prospective Managing Partner – Sector Advisory for this engineering centre, you must challenge optimistic cases and still create followership. References for mandate 213 must distinguish your contribution from the institution around you.

The Managing Partner – Sector Advisory role in Global Capability Centres is based in Pune; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of Managing Partner, Practice Leader or Senior Partner, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven Managing Partner – Sector Advisory ownership of at least ₹1,950 crore and leadership of no fewer than 1,425 employees in a comparable engineering centre context.
• One completed Global Capability Centres or adjacent-sector example of creation of a sector-led advisory franchise with uneven partner economics with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks Managing Partner – Sector Advisory-level engineering centre consequences will not meet the bar.
• Willingness to meet the Pune location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 213.

Compensation and terms

The anticipated Managing Partner – Sector Advisory package is ₹5.0–7.5 crore fixed + performance variable and LTI, calibrated to the final engineering centre scope and the candidate’s current mix. Any long-term participation for mandate 213 follows standard vesting and performance conditions. The Managing Partner – Sector Advisory appointment in Pune, centred on the engineering centre, offers regular exposure to the board and its investment committee. A structured client and conflict transition of up to 6 months can be accommodated for mandate 213.

Confidentiality

This search is being conducted without naming the client for mandate 213. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 213.