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Bengaluru, Karnataka, India
Onsite
Read this part first
Experience: 2 to 8 years
Location: HSR Layout, BLR
Most Strategy and Operations roles quietly turn into reporting jobs. You pull the numbers, format the decks, and remind people about deadlines. This is not that role.
This is the role for someone who wants to learn, at close range, how a fast growing company actually plans, prioritizes, and executes. You will work directly with the CEO and the leadership team on the problems that cut across functions, the ones no single team can solve alone. Your job is to turn ambiguity into a plan, and a plan into results.
For the right person, this also happens to be one of the best leadership educations available anywhere. People who do this job well at Hevo build the instincts of a real operator, and many go on to run things. But the simplest reason to take it is this: you get to work on what matters most, alongside the people who decide it.
What you will own:
1. The operational rhythm of the whole company. You will work with the CEO to keep the entire machine moving across Sales, Marketing, Finance, Engineering, HR, Solutions, and Support. You will run the OKR process with the leadership team, drive quarterly planning and goal setting, and track delivery so nothing important slips. You will be the person who can tell, on any given day, how healthy the organization really is and where attention is needed next.
2. The strategic projects that move the needle. You will partner with the CEO and other leaders to spot the initiatives that genuinely change the trajectory of the business, then own them end to end until they are big enough to stand on their own and get handed to a dedicated team. These are the bets that matter most, and you will be trusted to carry them.
3. Cross functional execution and alignment. You will be the connective tissue across functions, driving communication so the company moves as one. You will be a real thought partner to leadership on vision, priorities, and the hard tradeoffs. You will manage relationships with stakeholders inside and outside the company, and when needed, represent leadership in reviews.
Three things make this seat genuinely rare.
You get the full view. Most people spend a decade seeing one function. You will see all of them at once, from the vantage point of the executive team, inside a company growing fast enough to teach you something new every week.
You work on first of a kind problems. Nearly every problem you solve will be one you have not solved before. There is no playbook handed to you. You build the playbook. For the right person, that is the most fun part of the job.
You build an operator's judgment. Custodian of rhythm, owner of strategic projects, thought partner to leadership. That is the exact muscle set strong operators and founders are made of. You will leave this role with judgment most people take many more years to develop.
We hire for abilities first, because knowledge and skills can be taught and abilities are far harder to build. Here is what we are really looking for.
1. Stakeholder management. You build trust with people at every level and quickly read what actually drives them. People want to work with you, and they tell you the truth.
2. People leadership. You understand what good leadership looks like up close. You know how to find the right levers and use them to bring out strong performance, and you have nudged teams into action in a way that energized them.
3. First principles problem solving. You are sharp with data, analytics, and reasoning. You break unfamiliar problems down to their fundamentals and build your way back up to a clear answer.
4. Ownership. You take a problem and you get it solved, full stop. You enjoy the wins, you own the misses, and you fix them. High accountability, no excuses.
5. Outwork and outsmart. You bring operational rigour and intensity. You find the smarter path, and you also do the work.
6. Independent thinking. You form your own point of view from the inputs in front of you, build conviction, and have the courage to make the call.
7. High agency. You move things forward mostly through influence, rarely through authority. You align people around the company wide goal by convincing them, not commanding them.