Managing Director

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 engagements

Improved forecast reliability and reduced last-minute staffing chaos

Strong promotion pipeline and reduced leadership single points of failure

Client Outcomes

Executives proactively pull you into new opportunities

Clear, measurable impact and strong renewals or expansions

Fewer escalations because problems are caught early and corrected fast

Strong delivery reputation: the firm is trusted with harder work

People Outcomes

Senior leaders in your area consistently develop talent and manage performance

High retention among top performers

Clear accountability norms and fewer “gray zone” expectations

People understand what good looks like and how to get there

Key Interfaces

Executive leadership team

Sales and account leadership

Service Line and capability leaders

HR (performance, promotions, workforce planning)

Finance (forecasting, pricing, margin)

Marketing (thought leadership, positioning)

Client executive stakeholders

Required Experience and Capabilities

12–15+ years in consulting, professional services, or equivalent leadership roles

Demonstrated ownership of revenue growth, margin, and forecasting

Track record of winning and expanding executive relationships

Experience leading senior leaders and scaling teams

Strong understanding of delivery economics: pricing, staffing mix, utilization, margin levers

High-confidence executive communication and presence

Ability to make clear calls with imperfect information

Leadership Expectations

This role requires more than being strong at delivery or sales. You are expected to set the tone.

Operate with clarity and accountability

Raise standards without creating chaos

Be direct, fair, and consistent in talent decisions

Build trust through follow-through and clean communication

Stay close enough to the work to know what is real, but high enough to scale it

Put the firm’s long-term credibility above short-term convenience

Working Conditions

Travel based on client and business needs

Evening and weekend hours as needed, tied to client commitments, executive meetings, or key pursuits

Elevens, as we call ourselves here, are curiously smart, purposefully scrappy, and dedicated to the highest standard of quality. By being true to ourselves and others, we create a respectful environment that enhances collaboration, drives growth through high expectations, and ensures alignment with our core values. Inspire11 is more than a modern business and technology consulting firm; we're a revolution. We work differently — and it shows. Every move we make is tied to measurable value, and our success aligns with our clients’ success. We partner to simplify the complex, solve sustainably, and stay ahead by continuously pushing our own thinking forward. Value crea