Managing Director

Managing Director

Multiple Locations

Managing Director

Location:

Chicago, Atlanta, Dallas, Minneapolis,

Reports To:

Executive Leadership FLSA Status:
Exempt

Role Overview

A Managing Director is a business leader first. You are accountable for building and running a meaningful slice of the firm, usually a Service Line, portfolio of accounts, or a major capability area. You own growth, margin, delivery quality, and leadership culture. This role sits at the intersection of market, client, and talent. You set direction, create commercial momentum, ensure delivery excellence, and develop leaders who can scale the business beyond you.

Success in this role requires strong judgment, high standards, and the ability to operate across three time horizons at once: this quarter's results, next year's pipeline, and the multi-year build of capability and leadership depth.

What You Own

Growth and Commercial Performance

You are directly accountable for revenue growth and the underlying engine that produces it.

• Own a revenue and margin target and deliver against it with disciplined forecasting
• Build and maintain a healthy pipeline across existing clients and new logo pursuits
• Lead complex pursuits-- qualification, deal strategy, pricing, staffing model, and close
• Develop account expansion strategies that move relationships from project-based to partnership-based
• Translate market signals into clear offerings, packaging, and positioning
• Partner with Sales on territory strategy, win themes, and consistent pipeline hygiene
• Drive a culture where business development is a normal leadership behavior, not a separate department

Client Outcomes and Executive Trust

You are expected to operate credibly with executives and maintain durable relationships.

• Serve as executive sponsor for priority accounts, ensuring senior access and long-term health
• Build C-suite relationships rooted in outcomes, not activity
• Hold a high bar on delivery quality, clarity of scope, and measurable impact
• Identify and correct risk early: scope creep, misaligned expectations, delivery drift, or team breakdown
• Step in when needed to reset a client relationship, renegotiate scope, or re-staff for success
• Ensure the firm consistently brings points of view, not just delivery capacity

Delivery Excellence at Scale

You are not running every project, but you are responsible for the system that makes projects succeed.

• Establish delivery standards and enforce them consistently across engagements
• Ensure engagements have clear goals, a sound plan, disciplined governance, and visible outcomes
• Build repeatable models for staffing, estimation, and quality control
• Drive strong engagement leadership habits: stakeholder management, transparency, and escalation
• Oversee the health of the portfolio, not just individual engagements
• Ensure delivery performance ties back to margin and client satisfaction, not just "getting it done"

People Leadership and Talent System Ownership

A Managing Director builds leaders and makes talent decisions with clarity.

• Lead and develop senior leaders (Directors, Principals, Engagement Leads, Capability Leads)
• Set expectations for leadership behaviors, coaching discipline, and performance management rigor
• Own succession planning for key roles and critical accounts
• Partner with HR and Recruiting on workforce planning tied to pipeline and capability strategy
• Make decisive calls on performance, promotion readiness, and role fit
• Ensure the talent system is fair, consistent, and tied to measurable impact
• Build a culture of direct feedback, high standards, and follow-through

Service Line and Capability Strategy

You shape what the firm is known for, and you build the bench to deliver it.

• Define strategic priorities for the Service Line or portfolio: where to play and how to win
• Evolve offerings based on client demand, delivery learnings, and competitor movement
• Build reusable assets: playbooks, accelerators, training paths, and delivery patterns
• Invest in capability depth: expertise, thought leadership, and delivery quality at scale
• Drive cross-Service Line collaboration to sell and deliver integrated work
• Maintain a clear point of view on the market and communicate it internally and externally

Operational Discipline and Governance

You are accountable for predictable execution, not heroic recovery.

• Own forecasting accuracy, staffing health, utilization balance, and margin management
• Ensure strong operating cadence: pipeline reviews, account reviews, portfolio health checks
• Identify constraints early: skill gaps, staffing shortages, capacity risk, underperforming accounts
• Ensure compliance with internal policies and client requirements
• Partner with Finance on pricing guardrails, margin targets, and performance reporting
• Make tradeoffs explicitly and communicate them clearly to leadership

What Great Looks Like (Outcomes and Signals)

Business Outcomes

• Consistent growth in revenue and gross margin for the owned portfolio
• Increased share of wallet in strategic accounts
• Higher ratio of repeatable work and multi-quarter…