Managing Partner – Sector Advisory — Consumer Broadband Franchise

The mandate

A global advisory partnership is rebuilding its telecommunications sector offer around problems that chief executives will fund and implement. Consumer broadband churn has emerged as the first defining proposition. Operators across the region have invested in fibre, fixed-wireless access, digital care and converged bundles, yet many still cannot explain which customers leave because of price, installation failure, in-home experience, service recovery or a competitor's local advantage. Retention activity is often broad, expensive and disconnected from the operational defect that caused dissatisfaction.

The partnership is appointing a Managing Partner – Sector Advisory to create a distinctive broadband franchise from Singapore. The leader will originate and govern board-level work, assemble multidisciplinary teams, develop reusable intellectual capital and build trusted relationships with operators, investors and infrastructure owners. The ambition is not to sell generic customer-experience programmes. It is to help clients identify preventable value leakage, make operating changes and prove that retained revenue is economically sound.

This is an urgent replacement with an established client base but an unsettled proposition. The incoming partner inherits capable strategy, data, technology and operations colleagues who do not yet work through one commercial thesis. They must choose where the firm can offer rare judgement, where alliance capability is needed and which opportunities should be declined because the outcome cannot be evidenced.

Scope and operating context

The role is based onsite in Singapore and influences approximately 1,775 employees and material partners across Singapore and a wider international region. Direct practice leadership is smaller, but delivery draws on consumer, analytics, pricing, network, field service, digital, finance, organisation and transaction specialists. The partner council expects the franchise to create work for the wider firm without allowing cross-selling to dilute accountability.

Client situations vary. One operator may lose customers during installation; another may suffer poor wireless performance inside homes despite a healthy access network. Some use blanket discounts to mask weak fault resolution, while others overestimate convergence benefits or retain low-value customers at any cost. Data definitions differ across billing, network, care and campaign systems, making apparently precise churn models unreliable.

The Managing Partner must be credible in this ambiguity. They will connect household experience to local network capacity, proposition, contact history, payment, tenure and competitive choice, while respecting privacy and regulatory boundaries. Advice must distinguish correlation from a controllable cause and quantify the cost of the intervention as carefully as the revenue it may retain.

First-year agenda

In the first two months, the partner will assess the existing portfolio of broadband work, relationships, proposals, methods, people and commercial performance. They will interview recent clients and lost prospects to understand where the firm's contribution was distinctive and where delivery felt assembled. Active engagements with material outcome risk will receive immediate senior attention; credibility will not be sacrificed while the new offer is designed.

The partner will then articulate a narrow set of market propositions. These may include installation-to-stability recovery, in-home experience economics, fault and complaint recurrence, save-offer effectiveness, localised churn intervention and value-led convergence. Each proposition needs a clear executive question, required evidence, diagnostic approach, implementable levers, client capability transfer and measurement method. Sales materials alone do not constitute intellectual capital.

A broadband value model will form the analytical spine. It should connect acquisition cost, activation, service use, care demand, network intervention, discount, bad debt, tenure and lifetime contribution at a usable level of geography and cohort. The model must show when preserving a customer creates value and when a graceful exit or proposition change is preferable. Client teams will adapt it transparently rather than present a proprietary black box.

The Managing Partner will select two or three lighthouse engagements where the firm can own a measurable result. One could reduce early-life churn by correcting sales-to-install hand-offs; another could link home diagnostics to the right field or equipment intervention; a third could redesign retention authority around future contribution. Each programme will pair analysis with operating change, frontline adoption and a durable client control system.

Practice talent will be reshaped around these cases. Partners and directors must be able to lead chief-commercial-officer dialogue while understanding the service operation beneath it. Data specialists must communicate model limits; network experts must translate impairment into customer consequence; organisation advisers must change decisions, not merely structures. The leader will recruit selectively, rotate high-potential colleagues through live work and address persistent overstatement of expertise.

By year-end, the franchise should have a recognisable market point of view, several referenceable outcomes subject to client consent, a healthy qualified pipeline and improved engagement economics. Growth will be paced to leadership capacity. The partner council would prefer a smaller body of excellent work over rapid revenue built on undifferentiated staffing.

Leadership responsibilities

The Managing Partner will own sector strategy, priority accounts, major proposals, engagement quality, talent and practice economics. They will remain personally active with client boards and executive teams, particularly when evidence challenges a favoured commercial narrative. Delegation is expected, but the partner cannot disappear after the sale or leave difficult outcome conversations to a delivery team.

They will establish review points at hypothesis, design, implementation and benefits stages. Advice should identify what the client controls, what depends on network or market conditions and what remains uncertain. When a proposed intervention cannot produce a credible return, the partner will change or stop the work rather than protect fee volume.

Inside the partnership, the role will broker contribution fairly across disciplines and countries. Origination credit, delivery leadership and intellectual-property ownership must reinforce collaboration. The partner will also protect confidential client information rigorously; insight may be generalised, but another operator's data, pricing or vulnerabilities may never become a sales asset.

Measures of success

The regional partner council will assess qualified pipeline, win quality, realised fees, contribution, repeat work, receivables and concentration by client. It will also examine whether lighthouse engagements achieved agreed churn, service, cost or customer-value outcomes and whether clients can sustain the control after the advisers leave.

Practice health will include senior-client sponsorship, referenceability, intellectual-capital use, multidisciplinary staffing, partner leverage, retention of strong performers and succession. Proposal volume and model sophistication will carry little weight if the work cannot change decisions. Exceptions, write-offs and benefits claims will be reviewed for candour as well as result.

Candidate profile

Candidates should bring at least 28 years across telecommunications leadership, top-tier advisory or both, with a substantial record in consumer broadband. They must have personally originated complex board-sponsored work and remained accountable through implementation and value realisation. A portable contact list without a defensible proposition will not qualify.

Relevant experience includes fibre or fixed-wireless economics, installation, home connectivity, care, retention, pricing, convergence and customer analytics. The board will seek examples in which the candidate disproved a convenient churn explanation, redirected investment towards a controllable service cause or advised a client not to retain a segment at uneconomic cost.

The successful partner will be intellectually demanding and commercially grounded. They should be able to interrogate a model, observe a customer operation, challenge a network assumption and conduct a candid board conversation without pretending to be the deepest specialist in every room. They must attract exceptional colleagues and give them visible authorship.

Compensation and appointment terms

The indicative base range is SGD 600,000–850,000, plus annual incentive and long-term participation. Economics will recognise durable client value, practice contribution, collaboration, talent and quality, not bookings alone. Entry level within the partnership and treatment of existing interests will follow conflict, performance and governance review.

Confidentiality

The advisory firm and its clients are withheld to protect active engagements, partner succession and commercially sensitive churn evidence. Named accounts, work papers and detailed financial information will be shared only after identity, independence and confidentiality checks. Applicants must discuss prior work in anonymised terms and may not bring client decks, data or proprietary models to the process.