Founding Chief Business Officer The commercial engine of a global startup building the financial operating system for mid-market businesses

Reports to

Partner to: Co-Founder & CEO - India

Location Base: Mumbai, Bengaluru or Delhi, with heavy travel

What you will own: India revenue, all routes to market. Opportunity to expand globally.

The company

We are a well-funded global startup building a financial operating system for emerging businesses that are looking at how technology can help enable them to solve their entire finance operations, treasury efficiency, financial service needs and compliance burden in a seamless manner. The platform is live with paying customers in India and the UAE and has an ambition of being present in 7 large markets globally over the next few years.

This is a first commercial leadership hire, not a replacement. The market map, the pricing architecture, the unit economics and a segment-by-segment revenue plan already exist. What does not yet exist is the person who turns them into signed customers at pace.

Why this role exists The business has already got initial traction from 0 to 1 and the plan calls for the next wave of growth over the next 5 years to get to scale. Very little of that is a product problem. It is a distribution problem — and specifically the problem of running six or seven different routes to market at once, at different speeds, without any of them cannibalizing the others.

You will own every one of those routes. Direct selling into mid-market businesses. Early-stage corporates and anchors with supply chains who can put us in front of their whole channel in one contract. A partner network of accounting firms, NBFCs and consultancies. Embedded distribution through the platforms these businesses already run. Cluster-led selling into the industrial and export corridors where our proposition is sharpest. And a self-serve digital motion for point solutions.

You will run all of it with a deliberately lean team, because the model does not work if we buy revenue with headcount. It works if a small number of senior people unlock networks rather than accounts.

Channels you will own

Direct - mid-market

Corporates & anchors

Channel & partnerships

Embedded distribution

Clusters & verticals

Institutional relationships (supported by CEO)

The team you will build

Small, senior, and hired against committed outcomes rather than in anticipation of them.

• Senior partnership managers

• GTM executives

• Channel managers

• An inside-sales desk

You will hire,



coach and carry a number yourself. In the first eighteen months you are as much a closer as a leader — if that is not appealing, this is the wrong role.

The first twelve months

Window

Days 1–30

Take over the live pipeline, meet every customer and every partner in discussion, and pressure-test the segment plan against what you find.

A written view of where you agree with the plan and where you do not, with the changes you intend to make.

Days 31–90

Close what is already in flight. Sign the first partner networks. Put a working forecast and a single pipeline discipline in place.

First revenue you personally closed. A forecast the CEO and the board can rely on.

Months 4–9

Build the team — first partnership managers, first direct sellers. Open two clusters. Get one anchor live and producing.

A team of five to eight producing, with quota attainment you can defend line by line.

Months 10–12

Prove the model repeats: a second anchor, a partner network producing without you, and a cluster running on its own.

The year’s revenue plan delivered, and a credible plan for the next one built bottom-up.

How you will be measured

Six numbers, reviewed monthly. Nothing else counts as progress.

- Net current revenue against plan — by route to market, not in aggregate, so we can see which motions are actually working.

• Partner activation rate — the share of signed partners producing their third account. This is the most sensitive number in the whole plan and the one most easily faked with signings.

• Anchor and corporate contracts signed and live — signed is not live; live means transacting.

• Pipeline coverage and forecast accuracy — we would rather have a smaller number we believe than a larger one we do not.

• Acquisition cost and payback by route — a route that cannot pay back inside a defined window gets closed, not defended.

• Revenue per GTM head — the discipline that keeps this a lean team rather than a sales floor.

Who we are looking for

- Fifteen to Twenty years in B2B commercial roles, with a meaningful part of it selling financial products, payments,



lending or business software to Indian SMEs and mid-market companies. You know what it takes to get a promoter-run business of ₹50 crore turnover to change how it pays its vendors.

• Built a channel, not just used one. You have signed partner or anchor networks, and — more importantly — you have made dormant partners produce. You can describe exactly how.

• Carried a number and hit it, personally and through a team, in a business where the product was still being built underneath you.

• Comfortable at both ends of the room. You can sit with the promoter of a mid-market manufacturer in Rajkot in the morning and a corporate CFO or a bank’s product head in the afternoon, and be credible in both.

• Systems-minded. You install pipeline discipline, forecasting and partner governance because you want to know what is true, not because someone asked for a report.

• Willing to travel hard. This market is won in industrial clusters and Tier 2 cities, not on video calls.

Advantageous, not mandatory

- Institutional relationships — working access to banks, small finance banks, NBFCs, credit bureaus or technology service providers, at the level where a conversation turns into a pilot. This meaningfully expands the role.

• Cluster or vertical depth — a real network in auto components, pharma, textiles, chemicals, gems and Jewellery, or B2B distribution.

• South-East Market exposure — past BD experience in the SEA market working with Mid-Market SMEs, Corporates, Platform Companies, Lenders etc.

Who this is not for

Said plainly, because it saves us both time.

- A large-company sales leader who has always sold an established brand with a marketing engine.

• A pure enterprise hunter who wants only to chase six-month corporate deals.

• A strategist. The strategy exists and is unusually well documented. This role is the execution of it.

Compensation, equity

- A combination of Fixed Cash, Variable Incentive & Equity (Meaningful founding-team-scale equity)

The process

Four conversations, run in about 4 weeks. An interactive presentation from you on how you see the market and how you propose to build this business to scale from 1-10 and 10-100. A commercial deep-dive on a route to market you have personally built. A final conversation on terms, milestones and the first ninety days.

To apply or to refer someone, write with a short note on the hardest commercial thing you have personally built — not a CV summary. That note is the first filter.

📌 Founding Chief Business Officer (Mumbai)
🏢 Growx.global
📍 Mumbai