Managing Partner – Growth Advisory — Trading And Supply Organisation

The mandate

An established advisory platform has earned privileged access to a small number of energy leaders, yet too much of its growth still rests on those relationships. At the same time, a Saudi trading and supply organisation is deciding where to invest across physical optimisation, market access, low-carbon products and digitally enabled customer offers. The new Managing Partner must turn that live transition agenda into a broader, intellectually coherent growth franchise without treating client concentration as a simple sales problem.

The addressable client perimeter represents approximately SAR 34,900 million of operated assets and trading activity. Around 1,025 employees and material partners sit within the wider ecosystem influenced by the work. The task spans commercial strategy, portfolio logic, operating-model design and execution sponsorship; it does not permit advice that ends with a presentation. The appointee will determine which propositions deserve repeatable capability, which should remain specialist interventions, and where the firm lacks the credibility to compete.

Riyadh is the centre of gravity. Relationships with group executives, trading leaders, asset owners, government-linked stakeholders and investment committees must be built in person, while expertise may be drawn from international colleagues. The Global Managing Partner and regional partner council expect an evidenced growth thesis, disciplined account choices and partner economics that survive beyond the appointee’s own billings.

Why this seat is open

This is planned new hiring under an approved practice design. Existing partners will retain their portfolios, but none has sole authority to create the second growth engine or arbitrate investment across competing offers. The firm has allowed four to six months for appointment ahead of its next capital and talent cycle. The opening is therefore deliberate rather than a reaction to departure, performance concern or client loss.

What you will own

• Define a Saudi and regional growth-advisory thesis grounded in the economics of trading, supply, customer channels and transition investment, then convert it into named markets, priority relationships and propositions.
• Review every material anchor account for concentration risk, whitespace, succession depth and conflict exposure; protect trust while shifting coverage from individual dependency to institutional teams.
• Decide where to place practice investment across market analytics, portfolio strategy, trading transformation, route-to-market design and transition businesses, with explicit exit criteria for weak offers.
• Sponsor the most consequential board assignments personally, ensuring recommendations carry decision alternatives, value ranges, implementation ownership and early-warning indicators.
• Build a balanced partner group that can originate, sell and deliver across disciplines. Address low leverage, unclear sector ownership and senior talent whose economics depend on one sponsor.
• Establish pricing and engagement acceptance appropriate to high-stakes energy choices, refusing work where access, evidence or client commitment makes outcome claims implausible.
• Create alliances with technical, data and specialist firms only where they strengthen client value without transferring the core advisory relationship or introducing unmanaged conflicts.
• Represent the practice in regional governance, bringing an accurate forecast of bookings, revenue, margin, delivery exposure, receivables and senior capacity.

The first 12 months

During the opening 90 days, map the true sources of revenue, referral and influence across the anchor-client base. Test the transition-investment agenda with chief executives, trading heads, strategy leaders and capital sponsors rather than relying on inherited account plans. Present the partner council with a choice of no more than three growth arenas, the capabilities each requires and work that should stop.

By month six, install multi-partner coverage on every strategically significant relationship, recruit or reassign the missing proposition leaders, and launch two offers with named buyers and delivery assets. Each offer should have a commercial hypothesis, reusable diagnostic, implementation pathway and reference strategy. Reshape pursuits that consume senior time without a credible decision sponsor.

At year-end, the practice should have a demonstrably broader opportunity base, less revenue exposed to any single relationship and at least three recurring board mandates outside the original anchor cluster. Partner leverage, delivery margin and client outcomes must improve together; top-line growth purchased through under-scoped work will not count.

What the board will measure

• A qualified pipeline at least 1.8 times the following year’s revenue plan, with no more than 35% attributable to the largest anchor relationship.
• Three or more new board-level clients converting to paid work, including at least one repeat assignment initiated after measurable value from the first.
• Two scalable propositions reaching agreed revenue and margin thresholds while using reusable intellectual property rather than entirely bespoke staffing.
• Ninety per cent retention of designated critical partners and directors, accompanied by named successors for each priority relationship.
• Forecast accuracy within 10% for two successive quarters and prompt disclosure of delivery, conflict or collection risk.
• Client evidence that recommendations influenced funded decisions, with benefits and attribution agreed before outcome-linked claims are published internally.

The person

You are a Managing Partner, Growth Practice Head or Senior Partner who has expanded a consequential advisory business in energy, oil and gas, utilities, chemicals, renewables or industrial services. Your record must show how you diversified demand without weakening key accounts, built partner followership and converted sector insight into repeatable commercial propositions.

You bring at least 28 years of progressive experience. The relevant threshold is ownership of a P&L, client book, budget or accountable portfolio of at least SAR 20,250 million and leadership of no fewer than 725 people, or advisory responsibility of genuinely equivalent complexity. You can discuss partner economics, engagement risk and real client outcomes with equal fluency.

Credibility in trading and supply matters. You understand how optionality, working capital, market risk, infrastructure constraints and evolving customer demand alter a strategy case. You need not have been a trader, but generic growth frameworks unsupported by energy economics will not meet the standard. The role is based in Riyadh on a hybrid basis, and international relocation is supported.

Compensation and terms

The anticipated package is SAR 3.0–4.3 million fixed plus annual incentive and LTI, calibrated to final scope and current mix. Long-term participation will carry standard vesting and performance conditions. A structured client and conflict transition of up to six months may be agreed where it protects both institutions.

Confidentiality

The advisory firm, client relationships and transition choices are intentionally withheld. Identity and detailed economics will be shared only after qualification, reciprocal interest and a confidentiality undertaking.