AI Partnerships Leader

Alvarez & Marsal (A&M) is a global consulting firm with entrepreneurial, action and results-oriented professionals. We take a hands-on approach to solving our clients' problems and assisting them in reaching their potential. Our culture celebrates independent thinkers and doers who positively impact our clients and shape our industry. The collaborative environment and engaging work—guided by A&M's core values of Integrity, Quality, Objectivity, Fun, Personal Reward, and Inclusive Diversity—are why our people love working at A&M.

You will be joining a newly formed Global AI & Knowledge Innovation Office (GAIKO) led by a Chief AI & Knowledge Officer who is moving fast. The team is global, still being staffed, and operating with urgency. This role sits alongside pillars covering Responsible AI & Governance, AI Portfolio Intelligence & Value, and Governed Innovation, as well as a separate product and technology organization.

A&M's AI ambition depends on a growing set of strategic vendor and partner relationships — the AI model providers, platforms, and specialist firms the firm builds on and sells alongside. Right now, those relationships are managed informally and unevenly: some are deep and senior, others exist only at the account-management level, and there is no single place to see partner status, tier, or approval health across the portfolio.

This role owns that relationship layer end to end: the strategy for which partners matter and why, the senior-level engagement that makes A&M a partner of choice rather than just another logo, the operational tracking that keeps approvals and renewals from lapsing silently, and the coordination that gets priority partnerships through review faster. This is a relationship and coordination role, not a procurement, security, or product-build role.

Those functions continue to own their own processes; this role removes friction and builds the case for investment.

• Define the firm's overall AI partnership strategy: which categories of partner the firm needs (model providers, platforms, specialist firms), how many relationships to hold in each category, and what  ood looks like at each tier
• Set the criteria for how partners are evaluated, tiered, and prioritized, and keep that framework current as the AI vendor landscape shifts
• Translate business unit and firm‑wide growth priorities into a point of view on where new partnerships are worth pursuing versus where existing ones should be deepened, consolidated, or exited
• Present the strategy and its rationale to firm leadership, and own it as a living view that gets revisited as the market and the firm's needs change

• Enable and coordinate A&M's strategic AI partner relationships on behalf of the practitioners and BU leaders who own them day‑to‑day.
• Track and report on the health, scope, and terms of each partnership
• Own the go/no‑go recommendation and business case for tier changes or new partner relationships

• Build and maintain relationships with senior leaders — not just day‑to‑day account teams — at each key partner firm, so A&M is seen as a visible, credible, senior‑level partner of choice
• Develop the narrative and supporting materials — pitch decks, one‑pagers, case studies, practitioner and client success stories — that make the case for why a partner should invest more deeply in A&M, and vice versa
• Represent A&M at partner‑level executive briefings, quarterly business reviews, and strategic planning sessions

• Proactively surface partnership opportunities in both directions: from…