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The Head of CEO Office is the CEO's most trusted partner - a former founder who has been in the arena: built teams, managed P&L across functions, raised capital, and made hard calls under uncertainty. This person brings the credibility, context, and judgment that comes from having run an organisation independently, and now channels that experience into amplifying the CEO's impact at scale.
Unlike a traditional Chief of Staff, this role demands an operator who has lived the weight of the founder's seat - who understands the trade-offs between speed and rigour, growth and efficiency, autonomy and alignment. Someone who is self-driven to a fault, takes ownership without being asked, and has genuine empathy for what it takes to build something from nothing.
1. CEO Priorities & Strategic Execution
Partner with the CEO to define, sequence, and relentlessly drive the company's top strategic priorities.
Bring a founder's lens to market, competitive, and growth analysis - drawing on first-hand experience of what actually matters at each stage.
Convert strategic decisions into crisp execution plans with clear owners, timelines, and success metrics.
2. Operating Cadence & Business Rhythm
Own the CEO's operating system: weekly reviews, monthly business updates, quarterly planning, and leadership offsites.
Drive quality inputs into leadership reviews - metrics, narratives, risks, and decision points - and ensure closure on every action.
Bring the discipline of a founder who has had to run lean and extract maximum signal from every review.
3. Cross-functional Program Leadership
Lead high-stakes, cross-functional programs spanning Product, Engineering, Sales, CX, Finance, and People.
Identify bottlenecks, resolve dependency conflicts, and hold the organisation to delivery standards - without relying on positional authority.
Apply the earned credibility of someone who has managed every function firsthand.
4. Decision Support & Executive Communication
Build structured decision frameworks and crisp, opinionated recommendations for leadership and the board.
Create executive-ready artefacts: briefs, memos, dashboards, talking points, board materials.
Drive alignment through clear communication - knowing when to push, when to escalate, and when to let things breathe.
5. Special Projects
Own fast-moving, high-leverage, ambiguous projects that require CEO-level judgment and rapid execution.
Act as the CEO's proxy in rooms and conversations where presence and credibility matter.
CEO priorities are consistently unblocked and delivered with clear accountability.
The organisation operates with sharper cadence, better decisions, and fewer execution gaps.
Cross-functional initiatives ship faster with fewer misalignments.
Leadership has better visibility into performance, risks, and trade-offs - and trusts the office to surface what matters.
The CEO's time and focus are protected and directed at the highest-leverage activities.
The ideal candidate is a former founder who: . Built and led a company through early to mid-stage, managing all key functions. . Raised external funding and navigated investor dynamics. . Reached a natural exit or transition point - not due to failure of effort or integrity, but because the path forward required a different kind of capital, context, or partner. . Is now energised by the opportunity to operate at scale inside a high-growth company, channelling their full toolkit in service of a mission they believe in. |
Former founder with end-to-end company-building experience - from team formation through funding rounds to exit or transition.
Hands-on experience managing multiple functions: Product, Engineering, Sales, Finance, Operations, and People.
Demonstrated ability to raise capital and work with investors, boards, and external stakeholders.
Strong analytical and business judgment fluency with P&L, unit economics, and SaaS/growth metrics.
Exceptional written and verbal communication - ability to produce crisp, executive-grade narratives.
High EQ, discretion, and the ability to influence without authority across all levels of an organisation.
Self-driven: identifies what needs to be done and moves without waiting to be asked.
MBA from a Tier-1 institution.
Experience in B2B SaaS, CPaaS, CX, contact centre, or telecom domains.
Familiarity with OKRs, QBRs, board reporting, and performance dashboards.
Prior experience operating alongside or as a thought partner to a high-growth CEO.
Exotel was started by Shivakumar Ganesan in 2011. Shivakumar's previous venture, Roopit, needed a simple automated call center solution for which he built an in-house product, and eventually it became a standalone company in the form of Exotel.Exotel picked up a Rs. 25 million (approximately US$500,000 funding from Mumbai Angels and Blume Ventures in March 2012
Job ID: 144970697
