Company Overview

GobbleCube is an agentic growth operating system designed to help brands scale profitably across digital marketplaces. Founded in November 2022 by the ex- core team of Blinkit, the platform went live commercially from private beta in September 2024.

Since then, GobbleCube has scaled rapidly, supporting 600+ brands across enterprise and D2C, growing revenue 10X, and onboarding 45 of India’s largest CPG enterprises in just the last 9 months, including HUL, Nivea, Tata Consumer Products, ITC, Godrej, Beiersdorf, MTR, L’Oréal, Hershey’s, and many more.

As commerce becomes more distributed and hyperlocal, GobbleCube is building agentic solutions to help brands navigate complexity in real time, across visibility, performance marketing, supply chain, and growth strategy. Headquartered in Gurugram, the company supports brands across India, MENA, and LATAM.

About the role

India's largest CPG brands do business worth hundreds of crores every year on Quick Commerce platforms. They lose share for reasons invisible from a 360 dashboard: a dark-store availability gap, a competitor outbidding them on a category keyword, a discount ladder that buys volume at the cost of contribution margin.

GobbleCube finds those reasons. Your job is to walk into the brand's boardroom, tell the CXO what is happening, recommend what to do about it, and get a room of senior people who might disagree to commit to a decision.

What this role is not

This is not a marketing growth role. No funnel, no CAC, no acquisition budget, and no performance campaigns to run. If you are a growth marketer, this isn't the job you want.

This is also not a traditional Customer Success role. You are not measured on tickets closed, QBR decks delivered, or logins. Nobody here will ask you to "drive adoption."

The closest analogue is what an MBB consultant does for a CPG client,



except you do it under a productised strategic consulting environment, for India's largest CPG brands at once, with a product doing the work in the background.

What you will actually do

- Run regular strategic connects (online and in-person both) with each account's senior leadership. Not a status update. A point of view on their business, and recommendations backed by data, to drive their business objectives.
- Diagnose why an output metric moved: market share, offtake, margin, etc. Decompose it into availability, visibility, discounting and supply chain. Then decide what is worth acting on.
- Take a difficult position to a senior stakeholder and make it land. Frequently the recommendation is "stop doing the thing that makes your number this month."
- Build the quarterly impact story: problem identified, action recommended, outcome achieved, revenue or share impact, in the brand's own numbers.
- Find the next business problem worth solving, prove it in a pilot, and convert it into expansion revenue.
- Turn what worked on one account into a repeatable SOP or a product requirement, so the ninth account does not need a ninth person.

Who you will be in the room with

CMOs, Sales Heads, E-commerce Heads, Supply Chain Heads, occasionally CFOs. They are senior, have limited face time, and each of them wants something different from the same budget. Their KAMs and brand managers are your day-to-day.

What makes this different from consulting The dogwork is automated. RCA, data pulls, anomaly detection, competitive tracking,



and most of the analysis run through the product and agentic workflows in the backend. You are deciding what the analysis means, what to recommend (the right action at the right time), and how to get it approved. That is also the bar. When the analysis is free, the analysis is not the value. Your judgement is.

How you will be measured

- Net revenue retention across your portfolio. Zero downsell, plus expansion.
- A documented, quantified impact story per account per quarter.
- Pilot-to-conversion rate on expansion modules.
- Qualified expansion opportunities briefed to GTM with a written business case.
- No account goes Amber without you flagging it first.
- Strategic connect coverage and conversation quality across your book.

You will do well here if

- You can hold your position when a senior stakeholder tells you your data is wrong, without either backing down or repeating "the data says so."
- You are comfortable being the least senior person in the room and still owning the recommendation.
- You end conversations with an owner, a decision, a metric and a review date, rather than with an action-items list.
- You would rather be right in eight weeks than agreeable today.

You will struggle here if

- You need a clean brief before you can start.
- You want analysis to be your main contribution.
- Confrontation with senior stakeholders drains you.

Requirements

- Bachelor's or Master's from a Tier 1 institute (IIT, IIM, ISB and equivalent).
- 3-7 years in management consulting, strategy and ops, growth, or enterprise customer success at a B2B SaaS company. Consumer or retail exposure is a solid plus.
- Structured problem-solving you can demonstrate live, not just describe.
- Presentation and stakeholder management skills at CXO level.
- Strong Excel. Enough SQL to interrogate an analysis and find the hole in it.

📌 Growth Manager - Enterprise Growth (Digital Commerce) (Gurugram)
🏢 Gobblecube
📍 Gurugram