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 explicit 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

📌 Advisor to Chief Executive Officer (Gurugram)
🏢 Hero FinCorp
📍 Gurugram