About Us

Head of Product Business Unit, Anchanto Vantage AI

Anchanto | Pune, India | Reports to the Chief Executive Officer | Unit of 10 to 30 people, growing with each bet

About Anchanto

Anchanto is an e-commerce and supply chain technology company headquartered in Singapore, with offices in twelve countries across Asia Pacific, the Middle East and Europe and its largest engineering center in Pune. Brands, retailers and logistics service providers use our purpose built SaaS products to run and scale their e-commerce and omnichannel operations: Order Management, Warehouse Management, Anchanto Grid with more than 200 ready integrations to marketplaces, carriers and enterprise systems, Parcel Tracking, Control Tower and Operations Experience. Our AI enabled agentic services, launching soon, help customers run their commerce operations with less manual work and faster decisions.

More than 360 enterprise customers, including L'Oréal, Panasonic, Estée Lauder, DKSH, Toll and Bosch, process over 200 million orders a year through Anchanto across more than 700 warehouses. Anchanto is an Asendia portfolio company.

THE UNIT

Anchanto Vantage AI is the data, intelligence and economics business of Anchanto, and the Product Business Unit that builds our new products. Every customer runs their operation on our software, so we hold the most complete operational and financial data they have: orders, inventory, fulfilment events, carrier performance, marketplace performance, settlements and cost to serve, correlated in one place. Vantage AI is built on that asset.

It owns the central data layer across every Anchanto product and the products that monetize it: data access for enterprise data and AI teams through MCP, connectors and streaming; operational, business and market insights

- Anchanto Settle and Anchanto E-commerce Economics, the financial operations and economics products for e-commerce, starting with marketplace settlement reconciliation and extending to cost to serve, channel contribution and the financial health of the operation; and agentic decisioning for e-commerce and supply chain, where the system sees the stock out, the SLA breach or the margin leak before the customer does and acts or recommends the action.

A Product Business Unit (PBU) at Anchanto is Product Management and Engineering for one business, brought together as a single threaded organization with one head, one backlog and one set of priorities. This unit is different from the other PBUs in one respect: it takes bets. It builds more than one new product, runs each through stage gates, and either spins it out as its own PBU or closes it on evidence.

The first bet in build is Anchanto Settle and E-commerce Economics; the data foundation and the agentic products follow.

THE ROLE

You build a product business from the data Anchanto already holds. You set where each product goes, build it with your own product and engineering team, take it to the first paying customers with the revenue teams, and answer for what it earns. This is not a pure product management role and it is not a data platform role: you lead the engineers who build the data layer and the products on it, you own the technical quality of what ships, and you are measured on outcomes, not activities.

It is also not a role that protects its bets. You propose them, you fund them against a gate, and you close the ones that fail.

WHAT YOU OWN: STRATEGY, ROADMAP, ENGINEERING, BETS AND RESULTS

- Product strategy. For each product in the unit you know the market, the buyer and the competitors better than anyone in the company, set the strategy and the positioning ambition with the industry research leaders, and give the CROs your input on pricing, packaging and the entitlement model (included, paid module, download and page level) before anything is built.
- The portfolio of bets. You propose which products the unit builds, in what order, with what envelope and against what gate. Each bet moves through the same gates: problem validated with named design partners; first paying customer; ten paying customers; gross margin at scale; then spin out as its own PBU or close. You take the close decision yourself and put it in writing with the evidence.

- The data foundation. The central data lake and pipelines from every Anchanto product, the warehouse model, shard discipline, access and entitlement, and the MCP, connector and streaming layer that gives enterprise customers their data back. Nothing above it works without it, so it is built first and kept to an internal SLA for every other unit that consumes it.

- Roadmap, decisions and execution. One backlog per bet; what gets built, in what order and how; technical design within the architecture and security guardrails; release decisions; and whether a product can meet a scope and a date. Customer priorities and asks on live products come to you from the Delivery team, your internal customer.
- The way we build.

Specs based, AI assisted engineering from the first line of code. Two pizza teams per bet,



forward deployed engineers with design partners, built on Anchanto Grid and the Vantage data layer rather than on new plumbing. A bet does not get its own infrastructure.

- Results and people. The unit's P&L; and the spend envelope of each bet; reliability and customer satisfaction for live products; unit structure, hiring, promotions and the final interview of every person joining the unit. Your people are not a bench for other units; a transfer out of the unit is your decision.

CUSTOMERS, DESIGN PARTNERS AND THE REVENUE TEAMS This is not a sales role and carries no quota. The CROs set market priorities, the go to market and what and how each product is sold; the revenue teams own the customer connect and close every deal.

A 0 to 1 unit needs discovery, so the rule here is wider than in the other units: you run design partner and discovery conversations with enterprise data teams, finance teams and operations leaders, with the account owner in the room and informed before and after, and you bring the revenue teams the product story, the demos and the answers. You never price, negotiate or close alone, and you never go around the account owner to reach a customer.

How You Manage Your People

- Every person in the unit has written objectives and two or three KPIs for the quarter, reviewed monthly; nobody is without them thirty days after joining. Everyone in the unit is full time on the unit; nobody works on Vantage on the side of another job.
- Feedback is direct, factual and given within the week, in writing when it matters.
- You represent the company to your team, not the team to the company. Management debt, wrong decisions, undelivered feedback and unaddressed interpersonal issues, is fixed within thirty days of knowing about it.
- Performance is measured against objectives, not effort or tenure. An underperformer gets a written plan and a date; if it passes you take the decision yourself, including exit. People are confirmed and promoted only after a documented assessment and a direct conversation.

- The unit reports in numbers, weekly in writing and monthly in the outcome review.
- You talk to your N-1, your N-2 and every individual contributor, with skip level one to ones at least quarterly, and the unit runs on a written meeting cadence you publish in your first thirty days and keep.

OWNING CUSTOMER ESCALATIONS An escalation on a live product of the unit is yours from the moment it is raised until the customer confirms it is closed. You do not trivialize it, and you do not expect the CEO or the CROs to lead it.

You own the fix and the communication: first written update within the hour, a fixed written cadence until closed, root cause and corrective action within five working days after. For the data layer, an outage or a data quality failure felt by another unit's customer is your escalation too.

How You Are Measured

You own outcomes, not activities. Products without customers cannot be judged on retention and margin yet, so the outputs below are built for a unit that takes bets. You run the unit on five to eight controllable input metrics that you propose, prove move the outputs, and review every week. Numbers are baselined in your first month and verified by Finance.

- Gate progress

Each bet against the gate committed in the quarterly plan: design partners signed, first paying customer, ten paying customers, gross margin at scale; bets closed on evidence count as progress, bets kept alive without evidence do not.
- Time to revenue and ARR per bet

Months from start to first paying customer
- ARR, net revenue retention and churn per product once live; deals unblocked or lost on product capability.

- Data foundation

Products connected to the central data layer, data freshness and quality, enterprise customers on MCP, connector or streaming access, internal SLA met for the other units.
- Time to market

Weeks from bet approved to a product early adopters can use; weeks from first build to first paying customer; early adopters signed and live with the revenue and account management teams each quarter; planned versus actual on the quarterly plan with variances explained in writing.
- Reliability and customer satisfaction

Availability, incidents and time to resolve, data quality incidents, escalations by count, root cause and time to close, NPS or CSAT on live products.
- AI leverage and AI first approach

Share of work built specs based and AI assisted, automation percentage by activity, and whether every product is designed AI first and agentic rather than as a dashboard.
- Team EPS and health

Team EPS score, attrition and regretted attrition, skills coverage,



and whether the unit runs without you in the room.

PLANNING AND CADENCE

You write the product plan for the unit as a portfolio: which bets, the thesis and the buyer of each, the envelope, the gate and the date it is reviewed. The annual plan each October is a six page narrative with targets and resource scenarios. Four weeks before each quarter you write a ninety day plan derived from both, presented to and aligned with the leadership team; execution is measured against it.

Weekly unit review on the inputs in writing, monthly outcome review with the CEO, quarterly gate review per bet, and a review of the two or three CEO goals for the unit.

Skills And Prior Experience

Must haves for every candidate. Candidates without all of these will not be shortlisted.

- At least fifteen years of industry experience, and at least one product taken personally from zero to paying customers in B2B SaaS, fintech or commerce technology, with accountability for its results.
- Global experience. Has worked in, and built or run operations outside India, with customers or teams in more than one country. India only experience does not qualify.
- Education. Engineering from IIT or NIT, or an MBA from IIM or a top ranked global business school.
- Data and AI products. Has built or run a product whose value is data, analytics or AI driven decisions, and can sit with an enterprise data team and a finance team in the same week and be credible with both.
- Domain. E-commerce, marketplaces, logistics or supply chain, or the finance and operations functions they serve.
- Decides and manages directly. Makes the call quickly, takes the trade off and answers for the outcome; has closed a product or a project of their own on evidence; has set objectives for every person, given hard feedback in time, taken exit decisions personally and owned the communication in a customer crisis.

Career paths we are open to. Nobody arrives with product, technology, data and business skills at the same depth, so we hire from four paths and test for the second skill in each.
- Technology or data leader with product skills. CTO, Director of Engineering, Head of Data or equivalent who has built, released and commercialized data or AI systems, and has also owned a roadmap, met the market and made product trade offs.
- Product leader with technology depth. Head of Product for a data, analytics, fintech or commerce product in B2B SaaS, who has led or closely directed engineering and has shipped and commercialized what they defined.
- Operations or finance practitioner from a large 3PL, retailer, brand or marketplace. Has run e-commerce finance, settlements, supply chain or fulfilment operations at scale and has specified, bought or built the data and systems behind it well enough to direct a product team.
- Consultant or transformation leader. Head of a data, analytics, supply chain or commerce practice who has delivered data platforms, decisioning systems and operating models for clients end to end rather than advised from the side.

In every path the second skill must be shown with specific examples. This role is not a data platform lead with a product manager reporting in, a BI or reporting manager, an innovation lab head who demonstrates but does not sell, a product leader who hands execution to someone else, a second sales channel to the customer, or a union leader for the team. Compensation: fixed salary, variable pay tied to the scorecard, and long term incentives; details shared with shortlisted candidates.

Benefits Why Join Anchanto

At Anchanto, we believe in creating an environment where people can build meaningful careers, continuously develop their capabilities and gain exposure to a truly global business.

- Global Exposure: Work with diverse teams, customers and stakeholders across international markets and gain experience in a global B2B SaaS environment.
- Learning &
- Development: We invest in our people through sponsored learning, certifications and development opportunities aligned with your qualified growth.
- International &
- Onsite Opportunities: Client-facing roles may offer opportunities to travel and work onsite with customers across our global markets.
- Medical Insurance: Comprehensive medical insurance coverage to support your health and well-being.
- Comprehensive Leave Benefits: Maternity, Paternity, Marriage and Bereavement leave, along with Comp Off and flexibility to support significant personal commitments.
- Recognition for Long-Term Contribution: Tenured employees are eligible for additional monetary benefits, extra paid leave and company-sponsored paid vacations as part of our commitment to recognising long-term contribution.
- Flexibility &
- Work-Life Balance: A supportive and flexible work environment that enables employees to manage professional responsibilities alongside personal priorities.
- Meaningful Growth opportunities: Take ownership of challenging, high-impact work and contribute to products and solutions that serve global brands, retailers and logistics businesses.

📌 Head of PBU - Vantage AI (Pune)
🏢 Anchanto
📍 Pune