Managing Partner – Growth Advisory — Trading And Supply Organisation

The mandate

The enterprise is entering a phase in which leadership must resolve a growth-advisory practice seeking a second engine beyond a small anchor-client base within a multinational-owned integrated energy producer and services platform. The immediate arena is the trading and supply organisation during a transition-investment decision. For mandate 386, 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 – Growth Advisory operating perimeter covers approximately SAR 34,900 million in operated asset and trading portfolio, with activity spanning several trading and supply organisation customer, product and delivery clusters rather than a single asset. The Managing Partner – Growth Advisory Oil & Energy remit carries direct influence over roughly 1,025 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Managing Partner – Growth Advisory who can convert ambiguity into a short list of explicit choices for the trading and supply organisation. The Managing Partner – Growth Advisory Oil & Energy seat must resolve a transition-investment decision, while preserving the underlying strengths of the trading and supply organisation. For mandate 386, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Managing Partner – Growth Advisory’s first year on the trading and supply organisation is expected to end with origination diversity, partner leverage and recurring board mandates. In mandate 386, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Managing Partner – Growth Advisory — Trading And Supply Organisation seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the trading and supply organisation remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the Managing Partner – Growth Advisory value-creation thesis for the trading and supply organisation, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately SAR 34,900 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Managing Partner – Growth Advisory Oil & Energy organisation of about 1,025 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the trading and supply organisation economics and execution constraints created by a transition-investment decision, with Managing Partner – Growth Advisory-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Managing Partner – Growth Advisory operating review across commercial, customer, financial, people, technology and risk outcomes for the trading and supply organisation; remove reconciliations that obscure accountability.
• Bring a verifiable book of trusted board relationships and evidence of building partner economics beyond personal billings in mandate 386.
• Build the Managing Partner – Growth Advisory’s three-year succession and capability plan for the trading and supply organisation, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the trading and supply organisation baseline, meet the 30 stakeholders most consequential to a growth-advisory practice seeking a second engine beyond a small anchor-client base, 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 – Growth Advisory portfolio and organisation choices for the trading and supply organisation, 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 trading and supply organisation trend against origination diversity, partner leverage and recurring board mandates, 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 – Growth Advisory’s agreed first-year trading and supply organisation value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Managing Partner – Growth Advisory forecast that remains decision-useful across three consecutive quarters and reconciles the trading and supply organisation’s operating, cash, customer and people assumptions.
• Closure of the Managing Partner – Growth Advisory mandate’s highest-priority trading and supply organisation risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical trading and supply organisation talent and ready-now successors for at least 70% of the Managing Partner – Growth Advisory’s direct reports.
• A quantified Managing Partner – Growth Advisory-owned improvement in the trading and supply organisation operating constraint behind a transition-investment decision, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 386: 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, Growth Practice Head or Senior Partner in a multinational-owned Oil & Energy or adjacent enterprise. In relation to the trading and supply organisation, your Managing Partner – Growth 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 energy, oil and gas, utilities, chemicals, renewables or industrial services will be considered where the operating model, customer stakes and governance intensity match this Managing Partner – Growth Advisory brief.

As a Managing Partner – Growth Advisory candidate, you bring 28+ years of progressive Oil & Energy 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 SAR 20,250 million and led an organisation of at least 725 people. Advisory seats require equivalent trading and supply organisation client-value ownership and multi-disciplinary leadership.

For mandate 386, the board wants two transitions: a difficult trading and supply organisation portfolio choice and a leadership-system change during a transition-investment decision. As the prospective Managing Partner – Growth Advisory for this trading and supply organisation, you must challenge optimistic cases and still create followership. References for mandate 386 must distinguish your contribution from the institution around you.

The Managing Partner – Growth Advisory must be based in Riyadh; international relocation is supported, but this Oil & Energy role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Managing Partner, Growth Practice Head or Senior Partner, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven Managing Partner – Growth Advisory ownership of at least SAR 20,250 million and leadership of no fewer than 725 employees in a comparable trading and supply organisation context.
• One completed Oil & Energy or adjacent-sector example of a growth-advisory practice seeking a second engine beyond a small anchor-client base with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks Managing Partner – Growth Advisory-level trading and supply organisation consequences will not meet the bar.
• Willingness to meet the Riyadh location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 386.

Compensation and terms

The anticipated Managing Partner – Growth Advisory package is SAR 3.0–4.3 million fixed + annual incentive and LTI, calibrated to the final trading and supply organisation scope and the candidate’s current mix. Any long-term participation for mandate 386 follows standard vesting and performance conditions. The Managing Partner – Growth Advisory appointment in Riyadh, centred on the trading and supply organisation, offers regular exposure to the group board and the relevant risk and people committees. A structured client and conflict transition of up to 6 months can be accommodated for mandate 386.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 386. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 386.