. CEO agenda and strategic execution
- Translate the CEO's strategic priorities and management decisions into clearly defined projects, milestones, deliverables, timelines and accountable owners.
- Maintain a consolidated tracker of all CEO-directed initiatives, business-critical projects and cross-functional action items.
- Ensure every initiative has a defined objective, measurable success criteria, deadline, owner and implementation plan.
- Monitor execution against agreed commitments and proactively flag delays, dependencies and risks.
- Follow up directly with functional heads to ensure timely closure of actions and decisions.
- Escalate recurring delays, lack of ownership and unresolved roadblocks to the CEO with facts, impact and recommended solutions.
- Track decisions made during management meetings and ensure they are implemented within agreed timelines. B. Enterprise project and portfolio management
- Establish and manage a central PMO covering projects across Operations, Sales and Business Development, HR, Talent Acquisition, Learning & Development, Quality, IT, Facilities, Finance, Procurement and other relevant functions.
- Develop project charters, implementation roadmaps, work plans, milestone trackers, dependency maps and risk registers.
- Monitor project scope, timelines, resources, budgets, quality and expected business outcomes. C. Business performance monitoring
- Work with functional heads to translate business priorities into measurable KPIs, targets and action plans.
- Track performance against agreed targets and identify gaps requiring management intervention.
- Review business dashboards covering revenue, profitability, productivity, quality, customer experience, attrition, absenteeism, hiring, training, technology and operational readiness, as relevant to each initiative. D. BPO expansion and operational readiness




- Drive execution tracking for new centre launches, seat expansion, process migrations, client launches and operational transformation initiatives.
- Coordinate dependencies across recruitment, training, Operations, IT infrastructure, telephony, facilities, procurement and client requirements.
- Maintain readiness checklists covering staffing, systems, connectivity, infrastructure, training, compliance and go-live approvals.
- Identify critical-path activities and escalate risks that could delay hiring, capacity ramp-up, launch dates or revenue generation.
- Track actual delivery against approved business cases, launch schedules and capacity plans. E. Management reporting and CEO communication
- Prepare concise weekly reports for the CEO covering project status, business-critical actions, overdue commitments, major risks, decisions required and recovery plans.
- Develop monthly portfolio reviews covering progress, budget, performance, dependencies and expected business outcomes.
- Prepare executive presentations, management review packs and decision papers.
- Provide fact-based recommendations on prioritisation, resource allocation, risk mitigation and execution improvement.
- Ensure the CEO has a reliable, consolidated view of execution across functions without having to chase individual departments for updates. F. Governance and accountability
- Establish a explicit review cadence for projects and strategic initiatives, including weekly reviews, monthly portfolio reviews and milestone-based checkpoints.
- Maintain a central repository of project plans, approvals, status reports, decisions and closure documentation.
- Ensure action items are closed with evidence of completion and outcomes.
- Challenge unrealistic timelines, unsupported progress claims and repeated missed commitments professionally and constructively.
- Drive a culture of ownership, transparency, disciplined execution and continuous improvement.

📌 Pmo Manager (Mumbai)
🏢 Vijayshree Kalon
📍 Mumbai