Chief of Staff - Founder's Office

Who are we?

We are building India's first dedicated finance institution - not a general management school with a finance elective, but a purpose-built institution for the top 1% of BFSI talent. The curriculum is being co-designed with the industry it serves, authored by CEOs and vetted by an academic council drawn from IIM A/B/C, ISB, and leading global schools.

The institution is under construction in Mumbai. First batch enrolls in 2027. The mandate is large, and the window to shape something consequential from the ground up is open right now.

The Role

You will sit at the founder's right hand, translating vision into execution, owning the outcomes of a portfolio of institutional initiatives, and managing stakeholders who run the day-to-day projects. The founder should be able to hand you a problem and not think about it again until you come back with a resolution.

This is an institution being built from zero. There are no inherited systems, no established processes, no precedent for most of what needs to happen. Your job is to create the structure without becoming the bottleneck - to build the function of the founder's office so that it scales beyond you.

What you will own?

The work spans strategy and execution - often in the same week.

- Own the founder's project portfolio - track what's moving, what's stuck, and what needs escalation

- Manage and develop the Founder's Office operator; translate priorities into their workplan and hold them accountable to outcomes

- Lead high-stakes institutional initiatives that require seniority - partnerships, governance structures, senior stakeholder conversations

- Prepare the founder for critical meetings and conversations - briefings, context, follow-through

- Identify where the institution needs to build process and build it, before the absence of it becomes a problem

- Serve as a trusted proxy for the founder in rooms where they cannot be

Who is this for?

- You have spent 8 to 12 years building real things - in a startup, a high-growth company, or at the sharp end of a larger organisation where you were close enough to understand how consequential decisions actually get made.

- You have managed people and outcomes, not just tasks. You know the difference between someone who reports to you and someone you have genuinely developed.

- You think in systems and outcomes, not activities. You are as comfortable in a strategic conversation as you are in the depths of an execution problem. And you know when to be in each.

Signals we seek

- A track record of owning outcomes, not just contributing to them.

- Evidence that you have built something, fixed something, or scaled something that was broken or missing before you arrived.

- People who worked under you who are better for it. And the judgement to know what to escalate and what to solve yourself - without being told the difference.