Senior Partner – Transformation — Industrial-Equipment Business

The mandate

Industrial-equipment clients often discover quality at final test or commissioning, after engineering, supplier and factory decisions have hardened. Nonconformance boards grow, equipment ships under concessions and field teams complete work that should have been resolved before dispatch. Warranty then records symptoms without feeding design and process change. The advisory firm is creating a Senior Partner role to lead end-to-end quality transformation across this chain.

The partner will influence approximately 1,675 employees and material partners across engineering, quality, operations, supply chain, service, data and organisation teams. They will originate and deliver board-sponsored recovery, from immediate customer protection to management-system and capability change. The adviser must preserve client accountability and independence; it cannot approve its own corrective action or promise certification.

Configured equipment requires configuration truth. Drawings, bills, software, bought-outs and acceptance criteria may change after order release. Quality recovery must establish the approved state and control cut-in before analysing workmanship. The partner should be able to connect engineering change, supplier readiness, plant execution and field evidence.

Concessions need economic and technical discipline. Some are safe, customer-approved departures; others transfer unfinished work and latent warranty risk. The practice will help clients classify, price and reduce them, not force an arbitrary zero target.

Culture changes through management decisions. Employees must be able to stop work, but leaders also need timely engineering and material resolution so the stop does not become a permanent queue. Transformation should improve both control and flow.

Customer communication is a core recovery workstream. Account teams need agreed facts about affected scope, containment, delivery and release and a governance route for questions that cannot yet be answered. The Senior Partner will help clients avoid both premature reassurance and uncontrolled speculation. Commitments made in customer calls must enter the corrective and production plan with an owner.

Quality economics should reveal prevention, appraisal and failure without encouraging teams to reclassify cost. The practice will link scrap, rework, concession, premium freight, field labour, warranty and lost capacity to product and cause. Finance validation is essential, but technical severity determines action priority where safety or regulatory consequences outweigh immediate cost.

Data-supported inspection may be useful, particularly image or sensor analysis, but any automated acceptance decision requires validated performance, drift monitoring and human authority. The adviser will not promote artificial intelligence as a recovery shortcut when training data exclude the defect or process conditions in question.

Why this seat is open

The partnership approved a planned new position after repeat demand from industrial clients exceeded existing quality capacity. There is no incumbent. The Senior Partner will shape the proposition, specialist network and talent before the practice commits to larger recovery programmes.

What you will own

• Build an end-to-end quality transformation method from engineering release through warranty feedback.
• Lead immediate containment and systemic root-cause work with independent effectiveness testing.
• Establish configuration, change, concession and acceptance governance.
• Integrate supplier capability, special processes and lower-tier control into recovery.
• Connect quality cost, delivery, cash and warranty with finance and operations advisers.
• Originate and scope work responsibly, including conflicts with assurance or certification providers.
• Develop principals and directors capable of plant and field leadership.
• Govern engagement outcomes, economics, collections, confidentiality and handover.

The first 12 months

In 90 days, define the offering and safeguards, review active pursuits and lead one diagnostic from customer failure back through field, plant, supplier and engineering evidence. Reframe proposals that promise rapid closure without configuration or sustained-effectiveness work.

By month six, take at least two clients through recovery gates, implement a common cost-of-quality and recurrence view and establish a qualified specialist network. Client executives should own corrective actions and line governance. Train non-partner leaders through observed case work.

At twelve months, priority clients should reduce repeat major nonconformity by 50%, warranty or field quality cost by 20% and aged concessions by 30%, with no control relaxed without evidence. The practice should meet revenue, contribution and collection targets, maintain zero independence breach and have two leaders capable of running major workstreams independently.

What the board will measure

• Client quality outcomes sustained after adviser withdrawal.
• Configuration and engineering change brought into the quality system.
• Reduced concession, field rework and warranty recurrence.
• Independent validation and responsible professional boundaries.
• Quality revenue, collections and client ownership.
• Depth of transformation leaders beneath the Senior Partner.

The person

You have 18–22 years in quality, engineering, operations or transformation for industrial equipment, capital goods, automotive or aerospace. You have led recovery across engineering, supplier, factory and field boundaries and can distinguish containment from sustained control.

Your experience should cover more than ₹3,000 crore of orders or operations and at least 1,100 employees and partners. You can explain a concession you retained, a root cause that challenged design leadership and how recurrence was tested. Advisory candidates need origination; operating candidates need credible multi-client potential.

The onsite Hyderabad advisory role requires extensive client travel and reports to global and regional partnership governance.

Compensation and terms

The fixed range is ₹2.2–3.0 crore plus performance variable calibrated to business, delivery and partnership level. Client outcomes, revenue quality, independence, collaboration and talent determine reward. This onsite Hyderabad advisory appointment reports to the Global Managing Partner and regional partner council and entails substantial travel.

Confidentiality

The firm, clients, equipment, quality events and cases remain confidential. Further materials follow relevance, conflict clearance and written confidentiality. Scale and circumstances are composite; candidates must not contact customers, certification bodies, suppliers or employees to infer identities.