Associate Principal - Strategy & Account Engine

TRANSFORMATION OFFICE - MATHCO

Associate Principal, Strategy & Account Engine

Reporting to the Chief Transformation Office

Why this role exists

MathCo runs a portfolio of strategic accounts. The portfolio moves. Accounts enter, accounts exit, some scale and some do not. What holds constant is that every account in it returns less than it contains.

The gap is not effort and it is not talent. No repeatable machinery exists to find the potential in an account, name it credibly, and convert it. What works in one account stays in that account. What is true inside an account is often not what the room knows.

This role builds the machinery that closes both gaps.

The mandate

Turn account potential into a system. Not advice on one account. Method that holds across the portfolio as it stands today, and across whatever it becomes.

You are hired to build something that runs without you. That is the standard, and it is how the role will be judged.

Who this is for

A doer.

Actions over concepts. Problem-solving over problem-stating.

Naming what is broken is not the work. Fixing it is.

Learning everything and doing everything is the job. No task beneath the role. No domain outside it.

Build the model. Chase the missing input. Both are the work.

If this reads as a warning, it is.

What you own

1. The account potential model

A defensible view of full potential for every account in the portfolio. Revenue ceiling, whitespace, buying centres unopened, capability gaps, competitive exposure. Refreshed quarterly. Built on evidence, not aspiration. If the AE cannot defend the number to the client, it is not a number.

2. The conversion engine

The repeatable path from potential identified to revenue booked. Plays, artifacts, sequencing, the AE and GDL pair model, the weekly rhythm. Built from day one to be operated by account leaders, not by you. Built to absorb a new account without a rebuild.

3. Account fluency

Ownership is not the bar. Fluency is. A leader who owns an account and cannot present it cold — commercials, delivery, people, risk, to anyone, without retrieval — does not own it. The gap between what is true in an account and what the room knows is the gap this office exists to close. Process serves that. Nothing else.

4. The operating cadence

Programme management of the engine itself. The weekly rhythm, the governance, the tracking, the reporting line into leadership. Part of the job, not beneath it. An engine nobody runs is a document. You hold the cadence, you chase what is late, and you keep the record accurate enough that decisions can be made from it without a second conversation.

First twelve months

Day 90

Delivered - Full potential defined for every account in the portfolio. The method documented, not only the findings.

Evidence it happened - A number per account that the AE and the GDL will both defend in front of the client.

Day 180

Delivered - Engine running across every account. Cadence and governance live. Ready to absorb a new account without a rebuild.

Evidence it happened - First play converted end to end — potential identified to revenue booked. A new account onboards in weeks, not quarters.

Month 12

Delivered - Engine self-sustaining. Account leaders operate it without the Transformation Office in the room.

Evidence it happened - You can leave the weekly and nothing degrades. That is the test.

Who you work with

• The Chief Transformation Office. Direct, weekly, unfiltered.
• Account Executives across the strategic account portfolio.
• Global Delivery Leads and the Mining Lead, on capability and whitespace.
• Clients, where the work requires it. This is not a back-office role.

What we are looking for

• Five years and above — a mix of strategy and operating. A pure strategy background will not survive here. A pure delivery background will not see far enough ahead.
• Something you built that outlived you — a process, a workstream, a function, a business line that still runs after you stopped touching it. Scale matters less than the fact that it held. This is the strongest signal on the page and it outranks everything else here.
• Programme discipline — you can hold a cadence, chase what is late without being disliked for it, and keep a record leadership can decide from.
• Commercial literacy — you can read a P&L, a delivery plan, and a client politics map in the same sitting and see the same account in all three.
• Writing — most of this role is written. Clear, short, decision-first. No consultant filler.
• Correction speed — comfortable being wrong in front of the room and moving within the hour.
• Sector exposure — services or analytics background preferred. Pharma, industrial, CPG, or retail is valued.

Programme management

A formal capability, not improvised tracking. You can stand up a plan with real dependencies, hold a governance forum that people prepare for, run a risk and issue log that reflects the account rather than flattering it, and report status leadership can act on without a follow-up question.

Certification is not required. Evidence of a programme you ran end to end is — including the part where it went wrong and you held the line on the date or moved it honestly.

Half this role is building the engine. The other half is running it week after week when nobody is watching. Candidates who want only the first half will not last.

Education

ISB, IIM Bangalore, IIM Ahmedabad, IIM Calcutta, XLRI. Full-time or executive.

A preference. Not a gate.

Built something that held outranks it.

How success is measured

• Revenue converted from identified potential. Not potential identified.
• Potential is logged, dated, and named before it converts. No retrospective claims.
• Revenue converted carries two names. Yours and the AE's.
• Number of accounts running the engine without Transformation Office support.
• Time from potential identified to first client conversation.
• Time to onboard a new account onto the engine.
• Whether an account leader can present their account cold, to anyone, without retrieval.