Role Purpose: Strengthening the MD Office:

The Lead - MD & CEO Office role exists to strengthen the CEO Office's ability to serve the MD & CEO with clarity, foresight, and execution control. The role ensures that the CEO always knows:

- What needs immediate attention

- Why it matters to the business

- What must be done

- Who will do it and by when

How This Role Strengthens the MD Office:

- Converts complexity into CEO-ready insight, not raw information

- Treats the Annual Operating Plan (AOP) as the single source of truth and enforces performance discipline

- Eliminates blind spots, surprises, and narrative bias

- Drives enterprise-wide accountability and closure without adding bureaucracy

- Enables the CEO to operate at the right altitude-strategic where needed, tactical where unavoidable

Key Responsibilities:

1. CEO Intelligence, Synthesis & Decision Support:

- Serve as the central intelligence layer of the CEO Office, synthesizing inputs from all business units and functions.

- Present crisp, fact-based, and unbiased perspectives to the CEO, cutting through noise and optimism bias.

- Translate complex business situations into clear choices, implications, and recommended actions.

- Ensure the CEO has advance visibility into emerging risks, execution slippages, and strategic trade-offs.

2. Annual Operating Plan (AOP) Ownership & Performance Discipline:

- Treat the Annual Operating Plan as gospel truth and anchor all performance conversations against it.

- Continuously track actuals vs AOP across businesses, products, functions, and key metrics.

- Identify anomalies, deviations, and early warning signals-both positive and negative.

- Conduct and coordinate root-cause analyses for material variances, separating structural issues from execution gaps.

- Where possible, suggest corrective actions, trade-offs, or decision options for the CEO.

- Ensure that AOP deviations are explicitly acknowledged, owned, and addressed-not explained away.

3. CEO Agenda & Priority Enablement:

- Support the CEO Office in structuring the CEO's agenda around highest-value decisions and reviews.

- Act as a quality gate for discussions reaching the CEO-ensuring clarity of purpose, data integrity, and decision readiness.

- Ensure meetings, reviews, and offsites result in clear outcomes, ownership, and timelines.

4. External & Strategic Context (as Relevant):

- Track key external developments-regulatory, competitive, macro, and industry trends.

- Translate external signals into CEO-relevant implications, risks, and strategic choices.

Profile & Capabilities Required :

Experience:

- 12+ years of experience in CEO Office, Strategy, Corporate Planning, Consulting, or equivalent enterprise-level roles.

- Strong exposure to financial services / NBFC / lending businesses preferred.

- Proven experience working directly with CXOs, MDs, or Boards.

Core Capabilities:

- Exceptional ability to structure ambiguity and impose clarity.

- Strong analytical and problem-solving skills with a CEO-level perspective.

- Ability to influence without authority and drive accountability across senior leaders.

- Sharp business judgment, high ownership, and zero tolerance for loose ends.

- Excellent written and verbal communication-precise, concise, and outcome-oriented.

- High discretion and comfort handling sensitive, high-stakes information.

Tools & Working Style:

- Advanced proficiency in Excel and PowerPoint for CEO dashboards, AOP trackers, and decision notes.

- Comfortable operating in high-pressure, fast-moving environments.

- Willingness to engage deeply when required and stay elevated when not.

What Success Looks Like?

- The CEO has complete confidence that nothing critical is missed.

- AOP deviations are identified early, understood deeply, and acted upon decisively.

- Fewer surprises, faster decisions, and better-quality execution.

- Senior leaders are clear on expectations, ownership, and consequences.

- The CEO Office is seen as a value multiplier, not a reporting layer.