Role Purpose The Executive Assistant will increase the Managing Director’s effectiveness by ensuring that decisions, commitments and priorities are executed without requiring constant personal follow-up.

This is a hands-on, accountability-focused role in a growing, owner-driven business. It is not limited to calendar management or traditional secretarial support.

The EA will work across sales, service, finance, operations, purchase and other functions to assign ownership, track progress, resolve delays and escalate only matters that genuinely require the MD’s involvement.

Key Responsibilities

1. Drive execution of decisions and commitments

For every instruction, decision or commitment involving the MD, ensure there is: A clear owner → defined action → deadline → follow-up → closure.

Maintain a practical action tracker covering matters arising from:

- MD discussions
- Internal and external meetings
- Customer discussions
- Sales reviews
- Service and operational issues
- Cross-functional initiatives
- Employee and external-party commitments

Do not merely record pending items. Follow up with the responsible person and maintain a explicit view of:
- Current status
- What has been completed
- What remains pending
- Reasons for delay
- Revised completion date The MD should not need to repeatedly ask, “What happened to that?”

1. Manage the MD’s time and priorities

Manage the MD’s calendar and daily schedule to protect time for high-value work.

Responsibilities include

- Planning daily meetings and priorities
- Preparing the MD for important discussions
- Avoiding unnecessary meetings
- Protecting uninterrupted time for strategic and business-critical work
- Grouping meetings where practical
- Ensuring previous commitments and relevant information are available
- Coordinating business travel and important personal scheduling when required

Over time, develop sufficient understanding of the MD’s priorities to determine which matters require his attendance and which can be handled through information gathering and follow-up.

The objective is to increase the MD’s time spent on customers, business development, key people, profitability, strategy and important decisions.

1. Establish a daily accountability rhythm

Maintain a simple daily operating rhythm covering:
- What was due yesterday
- What was completed
- What remains pending and why
- What must happen today

Carry forward open commitments until they are closed. Keep discussions with the MD concise, focused and action-oriented.

The objective is not additional paperwork. It is consistent follow-through.

1. Provide timely management information





Coordinate with relevant teams to ensure that the MD receives important information accurately and on time.

This may include

- Sales performance
- Important orders and lost orders
- Collections and major outstanding payments
- Major customer issues
- Service matters requiring escalation
- Machine deliveries and installations
- Production or operational bottlenecks
- Major purchase and supplier issues
- Recruitment and people matters
- Other information specifically requested by the MD The EA is not expected to replace the finance, sales or operations managers. The responsibility is to obtain the right information from the right person at the right time.

1. Track cross-functional matters

Monitor important matters involving multiple departments and ensure that all stakeholders are progressing towards closure.

Examples include

- Sales → finance → purchase → logistics → installation → service
- Sales → service → accounts → management The EA must be comfortable seeking clear updates, challenging missed commitments and obtaining revised dates when necessary.

The approach should be persistent, professional and practical—not bureaucratic or authoritarian.
1. Improve meeting discipline

For important meetings involving the MD:

Before the meeting

- Confirm the purpose
- Ensure relevant information is available
- Confirm the right participants
- Review previous commitments

After the meeting

- Record decisions
- Assign actions
- Establish deadlines
- Track completion

Detailed minutes are not required. A concise action list is sufficient:

Decision → Responsible person → Deadline

1. Reduce the MD’s operational dependence

Identify recurring matters that unnecessarily reach the MD and help establish clearer ownership, rules or reporting routines.

Examples include

- Creating standard responses for recurring sales or customer issues
- Converting repeated information requests into regular reports
- Clarifying approval limits
- Redirecting routine decisions to the appropriate manager The long-term objective is to reduce unnecessary decisions and escalations reaching the MD.

1. Support the MD’s personal organisation

Help the MD maintain a disciplined schedule that protects time for:
- Business thinking
- Reviewing performance and numbers
- Key customer meetings
- Strategic initiatives
- Personal commitments
- Planned breaks and recovery time





Prevent the entire day from being consumed by unplanned urgency.

Success Measures

Success will be measured by outcomes, not by the number of calls, meetings or hours worked.

Key measures include

- At least 90% of agreed actions completed by the committed date or proactively escalated before the deadline
- Every overdue action having a clear owner, reason and revised date
- A steady reduction in the MD’s need to personally chase commitments
- Important meetings resulting in clear actions and deadlines
- Requested information being available when promised
- A reduction in routine matters escalated to the MD
- Increasing MD time spent on customers, growth, profitability, key people and decisions rather than routine coordination

What Success Looks Like After 6–12 Months The EA will be successful when:
1. The MD rarely needs to chase people for existing commitments.
2. Important actions have clear owners and deadlines.
3. Fewer routine operational issues reach the MD.
4. The MD’s calendar contains more time for customers and important business work.
5. Meetings consistently produce decisions and follow-through.
6. The MD can ask, “What are the five things I need to know today?” and receive a clear answer.
7. The organisation becomes less dependent on the MD for routine decisions.
8. Work progresses without the MD having to personally drive every matter.

Candidate Profile The ideal candidate will be:
- Highly organised and disciplined
- Strong at follow-up and execution
- Comfortable working with senior leaders and operational teams
- Proficient with numbers and Excel or Google Sheets
- A clear written and verbal communicator
- Comfortable writing concise emails and messages
- Discreet, trustworthy and mature
- Proactive and self-directed
- Persistent without being aggressive
- Able to manage multiple priorities
- Comfortable in a fast-changing business environment
- Able to identify when escalation is necessary

Most importantly, the candidate must demonstrate ownership.

The expected mindset is

“I will make sure this gets done.”

not:

“I have informed the concerned person.”

What This Role Is Not

This is not primarily

- A receptionist role
- A diary-management role
- A travel-booking role
- A personal secretary role
- An HR coordinator role
- A corporate presentation or reporting role

These activities may be required occasionally, but they are not the core purpose of the position.

The core responsibility is to help the MD get more done through the organisation without having to personally drive every task

Pay: ₹18,000.00 - ₹25,000.00 per month

Work Location: In person

📌 Executive Assistant to the Managing Director (Kolkata)
🏢 Flying Horses Advertising u0026 Marketing
📍 Kolkata