Advisor to Chief Executive Officer

The Lead – MD & CEO Office role exists to strengthen the CEO Office's ability to serve the MD & CEO with clarity, foresight, and execution control. The role ensures that the CEO always knows:

· What needs immediate attention

· Why it matters to the business

· What must be done

· Who will do it and by when

How This Role Strengthens the MD Office

· Converts complexity into CEO-ready insight, not raw information

· Treats the Annual Operating Plan (AOP) as the single source of truth and enforces performance discipline

· Eliminates blind spots, surprises, and narrative bias

· Drives enterprise-wide accountability and closure without adding bureaucracy

· Enables the CEO to operate at the right altitude—strategic where needed, tactical where unavoidable

Key Responsibilities

1. CEO Intelligence, Synthesis & Decision Support

· Serve as the central intelligence layer of the CEO Office, synthesizing inputs from all business units and functions.

· Present crisp, fact-based, and unbiased perspectives to the CEO, cutting through noise and optimism bias.

· Translate complex business situations into clear choices, implications, and recommended actions.

· Ensure the CEO has advance visibility into emerging risks, execution slippages, and strategic trade-offs.

2. Annual Operating Plan (AOP) Ownership & Performance Discipline

· Treat the Annual Operating Plan as gospel truth and anchor all performance conversations against it.

· Continuously track actuals vs AOP across businesses, products, functions, and key metrics.

· Identify anomalies, deviations, and early warning signals—both positive and negative.

· Conduct and coordinate root-cause analyses for material variances, separating structural issues from execution gaps.

· Where possible, suggest corrective actions, trade-offs, or decision options for the CEO.

· Ensure that AOP deviations are explicitly acknowledged, owned, and addressed—not explained away.

3. CEO Agenda & Priority Enablement

· Support the CEO Office in structuring the CEO's agenda around highest-value decisions and reviews.

· Act as a quality gate for discussions reaching the CEO—ensuring clarity of purpose, data integrity, and decision readiness.

· Ensure meetings, reviews, and offsites result in clear outcomes, ownership, and timelines.

4. External & Strategic Context (as Relevant)

· Track key external developments—regulatory, competitive, macro, and industry trends.

· Translate external signals into CEO-relevant implications, risks, and strategic choices.

Profile & Capabilities Required

Experience

· 12+ years of experience in CEO Office, Strategy, Corporate Planning, Consulting, or equivalent enterprise-level roles.

· Strong exposure to financial services / NBFC / lending businesses preferred.

· Proven experience working directly with CXOs, MDs, or Boards.

Core Capabilities

· Exceptional ability to structure ambiguity and impose clarity.

· Strong analytical and problem-solving skills with a CEO-level perspective.

· Ability to influence without authority and drive accountability across senior leaders.

· Sharp business judgment, high ownership, and zero tolerance for loose ends.

· Excellent written and verbal communication—precise, concise, and outcome-oriented.

· High discretion and comfort handling sensitive, high-stakes information.

Tools & Working Style

· Advanced proficiency in Excel and PowerPoint for CEO dashboards, AOP trackers, and decision notes.

· Comfortable operating in high-pressure, fast-moving environments.

· Willingness to engage deeply when required and stay elevated when not.

What Success Looks Like

· The CEO has complete confidence that nothing critical is missed.

· AOP deviations are identified early, understood deeply, and acted upon decisively.

· Fewer surprises, faster decisions, and better-quality execution.

· Senior leaders are clear on expectations, ownership, and consequences.

· The CEO Office is seen as a value multiplier, not a reporting layer