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Onsite

Talent Advisor

Aelius Consultants Delhi

Talent Advisor

2 months ago

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Important information


Contract type:

Permanent

Location:

Mumbai, Maharashtra, India

Work mode:

Onsite

Published on:

31 August 2026

What they need


The role has three connected dimensions. They are sequential in emphasis, not in importance the business must be built for the advisory ambition to have a platform, but the advisory ambition is why the business is being built in the first place.

1. Build and run the TA business (Executive Search & RPO)

  • Own commercial outcomes for the Executive Search and RPO line — client acquisition, mandate pricing/structuring, revenue and margin.
  • Build and lead delivery capability — hire, structure, and manage a team of researchers, consultants, and RPO delivery staff.

Run operations — client onboarding, delivery governance, quality and TAT standards, and reporting rhythm across live mandates.

  • Representation in the market for search and RPO opportunities, including pitches, proposals, and client relationship management at leadership level.

2. Operate as a forward-deployed advisory partner

  • Stay client-anchored, not requisition-anchored — understand the client's broader organizational context (structure, leadership bench, capability gaps) behind any hiring or RPO mandate.
  • Shape solutions beyond the brief — where a hiring problem is really an organization design, role definition, or workforce planning problem, say so and help solve it.
  • Stay close to execution — this is not a hand-off-and-move-on advisory style; the expectation is to remain involved through delivery, not just diagnosis.
  • Extend into adjacent Org. & Talent Advisory areas over time — organization design, workforce planning, and related engagements, as capability and client trust develop.

3. Build the business and the institution

  • Treat this as an important P&L — the mandate is to scale a function and a business, as a P&L, not maintain an existing one.
  • Shape how the TA business is structured within PE — team design, service lines, pricing models, and go-to-market

— with real latitude to build rather than inherit.

  • Grow into a larger institutional role at PE as the business scales — this is explicitly framed as a path, not a fixed job.

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