About Us nCircle Tech Private Limited (Incorporated in 2012) empowers passionate innovators to create impactful 3D visualization software for desktop, mobile and cloud. Our domain expertise in CAD and BIM customization is driving automation with the ability to integrate advanced technologies like AI/ML and AR/VR, which empowers our clients to reduce time to market and meet business goals. nCircle has a proven track record of technology consulting and advisory services for AEC and Manufacturing industry across the globe. Our team of dedicated engineers, partner ecosystem and industry veterans are on a mission to redefine how you design and visualize.

Role Senior EA Experience Required 5–8 years, including at least 2–3 years in a role with direct P&L;/operations visibility, management consulting, business/chief-of-staff, or program-management responsibility Reports To Promoter / Leadership Location Pune (Hinjewadi) — with regular virtual syncs with leadership based in London Works Closely With Department Heads, Executive Assistant, Delivery & Business Unit Leads Role Overview We already have an Executive Assistant who manages leadership's calendar, travel, and administrative coordination. This role is different — and more senior. The Senior EA is an extension of leadership's judgment: someone who goes into departmental dashboards in depth, understands what the numbers mean, sits with department heads to diagnose root causes, agrees on corrective actions, and then stays on it until performance actually moves.

This is a management and execution role, not a scheduling or reporting role.

Key Responsibilities Dashboard Ownership & Corrective Action Management

Review Power BI dashboards across all departments (sales, delivery, hiring, finance, ops) on a regular cadence — not just to report numbers, but to understand what is driving them

Go in depth with department heads to diagnose the root cause behind any red flag, missed target, or declining trend — not just flag it

Work with the relevant owner to define specific, time-bound corrective actions and get explicit agreement on what will change

Track and monitor progress of every corrective action to closure; escalate to leadership proactively if a department is not moving

Maintain a live,



single source of truth (a corrective-action tracker) across all departments so nothing falls through the cracks

Executive Meeting Ownership (Monthly Exec Review)

Own the full cycle of the monthly Executive Meeting — not just facilitate it on the day

Pre-align with each department/team ahead of time: pull the right data, sanity-check it, and pressure-test the narrative before it reaches leadership

Prepare the consolidated data pack and presentation in advance, ensuring it is accurate, decision-ready, and free of surprises

Run the meeting itself — keep it on time, keep discussion focused on decisions and actions rather than status recitation

Capture decisions and action items, and own follow-through until the next cycle

High-Priority Initiatives & Operational Efficiency

Drive leadership's top-priority initiatives end-to-end — from scoping through execution to measurable outcome

Identify operational inefficiencies across departments and lead structured improvement efforts (process redesign, automation opportunities, cost/time savings)

Act as leadership's proxy on initiatives that require sustained attention across multiple weeks or months

Cross-Functional Alignment

Where an initiative or corrective action spans multiple departments, bring the right people together, resolve conflicting priorities, and drive a single agreed plan

Act as the connective layer between departments that otherwise operate in silos, ensuring handoffs don't get dropped

Represent leadership's intent accurately when coordinating across teams

Management Mindset & Coaching

Bring a genuine management lens — able to coach a department head through a problem rather than simply documenting it

Ask the right probing questions to help an underperforming team member or manager identify the actual issue and a realistic fix





Build enough credibility with department heads that they treat this role as a thinking partner, not an auditor

Reporting & Communication

Produce sharp, leadership-ready weekly/monthly reports — signal over noise

Ensure decisions and action points from any review are clearly communicated to, and understood by, execution teams

Maintain tight alignment between what leadership expects and what teams are actually doing Required Skills & Qualifications 5–8 years of experience in business operations, management consulting, program/chief-of-staff roles, or a similar high-accountability generalist role

Demonstrated management mindset — comfortable holding department heads accountable and having direct conversations about performance gaps

Strong analytical ability with genuine fluency in Power BI (or similar BI tools) and Excel/Google Sheets — able to go beyond the dashboard and interrogate the underlying data

Proven experience driving cross-functional projects to closure in a matrixed or multi-department environment

Excellent executive-level communication and presentation skills; able to prepare and run a leadership-grade meeting

High ownership mindset — treats open items as personally owned until resolved, not “assigned and forgotten”

Prior experience in a startup, IT services, or professional services environment preferred; exposure to engineering/technology delivery teams is a plus

Comfortable operating with a leadership team based in a different time zone (Dubai/London) What Success Looks Like In This Role Corrective actions consistently close within agreed timelines, with a explicit, trusted tracker leadership can rely on

Monthly Executive Meetings run on time, are decision-focused, and never surprise leadership with unprepared data

Department heads see this person as a credible thinking partner who helps them solve problems, not just someone who reports their misses

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