About this role
About the Role Meesho's CEO's Office sits at the centre of how the company makes decisions. As Senior Manager, you'll work directly with the CEO and CXOs/GMs on company strategy, the operating rhythm, and the cross-functional bets that matter most. This is a leadership role, not a support role. You'll own outcomes, not just inputs. Scope will shift as company priorities shift, and you'll often work without formal authority. It suits someone who is part thinker, part builder, part operator. You'll get a front-row seat to building and scaling a public tech company, direct impact on the company's trajectory, and a launchpad for future leadership roles at Meesho. About the Team The CEO's Office works as a force multiplier for the CEO. We run the company's operating system: the reviews, planning cycles and performance tracking that keep leaders aligned and accountable. We also pick up the problems that don't sit neatly inside one function. These cut across business, product, tech and operations, and we drive them to closure with the owners. It's a high-trust team. We see the company's most important decisions early, and we're expected to handle that with discretion and sound judgement. About the Role Meesho's CEO's Office sits at the centre of how the company makes decisions. As Senior Manager, you'll work directly with the CEO and CXOs/GMs on company strategy, the operating rhythm, and the cross-functional bets that matter most. This is a leadership role, not a support role. You'll own outcomes, not just inputs. Scope will shift as company priorities shift, and you'll often work without formal authority. It suits someone who is part thinker, part builder, part operator. You'll get a front-row seat to building and scaling a public tech company, direct impact on the company's trajectory, and a launchpad for future leadership roles at Meesho. About the Team The CEO's Office works as a force multiplier for the CEO. We run the company's operating system: the reviews, planning cycles and performance tracking that keep leaders aligned and accountable. We also pick up the problems that don't sit neatly inside one function. These cut across business, product, tech and operations, and we drive them to closure with the owners. It's a high-trust team. We see the company's most important decisions early, and we're expected to handle that with discretion and sound judgement. Partner with the CEO Be a thought partner to the CEO: help pick, structure and drive the highest-impact priorities Speed up CEO decisions with sharp briefs, decision frameworks and analysis Represent the CEO in leadership forums when needed Run the company operating system Design and evolve the operating cadence: reviews, planning cycles, performance tracking Improve clarity, alignment and accountability across leadership teams Make sure CEO and leadership decisions get followed through, with clear owners and dates Lead strategic, cross-functional projects Lead high-impact projects across business, product, tech and operations Incubate and evaluate new business opportunities and adjacencies Take ambiguous problems, break them down, and turn them into plans that ship Work with CXOs and GMs to unblock and speed up key priorities Shape culture and leadership Reinforce leadership principles and drive leadership communication Influence how decisions get made and how leaders work together Raise the bar on thinking quality and execution discipline Detail orientation. You think in specifics. You can walk through a P&L line by line, know the unit economics of the businesses you've worked on, and cite the numbers without being asked. Strong opinions. You take a clear position and defend it under pushback. You'll tell a senior leader what isn't working, including in your own team's work. You don't stop at "it depends". Curiosity. You ask the second and third question. You want to understand how the whole business works, not just your part of it, and you learn fast. Humility. Low ego, high accountability. You can name your own mistakes specifically, and you separate what you did from what your team did. Self-awareness. You know why you made each career move, what you're good at, and what you're not. Managerial style. You get results through others. You build systems rather than stepping in as the hero, and you've led across functions without formal authority. Must have Strong structured problem solving and executive communication A record of solving complex, ambiguous business problems Proven cross-functional execution, with high ownership and bias to action Comfort working with senior leadership teams Strong advantage Built or scaled tech products or businesses Startup or high-growth operating experience Founder's office, CEO office or strategy roles Close work with product and tech teams Marketplace, e-commerce or platform businesses