Role Purpose
This role sits at the intersection of Investor Relations and Corporate Strategy, working in close proximity to the CEO/CFO Office. The incumbent will be the custodian of investor-facing narrative and data, and will simultaneously drive high-visibility strategic projects — captable support, board/investor reporting, competitive and market intelligence, and cross-functional strategic initiatives that shape company direction. This is a role for someone who wants to operate at the nerve-center of the organization, translating numbers into narrative and strategy into execution.
Key Responsibilities
1.Investor Relations
• Own end-to-end preparation of investor decks, board presentations, quarterly/annual investor updates, and ad-hoc investor data requests.
• Build and maintain the investor reporting calendar, ensuring accurate, timely, and consistent communication with existing and prospective investors.
• Act as a coordination point between Finance, Business, and external investors/analysts for data requests, due diligence, and follow-ups.
• Track and benchmark company performance against investor expectations, peer companies, and sector trends.
• Support fundraising rounds – data room preparation, investor Q&A, term sheet analysis support, and coordination with legal/finance/banking counterparts.
2.Strategy Projects
• Drive strategic projects assigned by CEO/CFO Office – market sizing, competitive benchmarking, new business case evaluation, and expansion feasibility studies.
• Partner with cross-functional teams (Business, Product, Risk, Finance) to structure ambiguous problems into clear frameworks and actionable recommendations.
• Prepare board notes, strategy papers, and CEO/CFO office briefing documents with rigor and precision.
• Monitor implementation of strategic initiatives and track outcomes against defined success metrics.
• Conduct scenario planning and financial modelling to support key strategic and capital allocation decisions.
3.Stakeholder & Governance
• Build strong working relationships with leadership, functional heads, and external stakeholders (investors, advisors, consultants).
• Maintain absolute discretion and confidentiality given proximity to sensitive, market-moving, and strategic information.
• Represent Finance/Strategy function in leadership discussions with polish, precision, and business acumen.
Technical Capabilities Required
• Strong financial modelling skills – valuation, cap table modelling, scenario/sensitivity analysis, unit economics.
• Advanced proficiency in Excel and PowerPoint; ability to independently build CFO/CEO/Board-grade presentations without heavy hand-holding.
• Working knowledge of fundraising processes – term sheets, SSA/SHA structures, due diligence data rooms, cap table mechanics.
• Understanding of financial statements (P&L, Balance Sheet, Cash Flow) and ability to translate financial data into a business narrative.
• Exposure to competitive intelligence, market research, and structuring of strategic/business case documents.
• Prior experience in BFSI, fintech, NBFC, or lending businesses is an added advantage but not mandatory.
• Professional qualification such as CA / MBA (Finance/Strategy) / CFA preferred.
Qualitative Aspects – CEO/CFO Office Fit
Beyond technical skill, this role demands the qualitative maturity to operate as an extension of the CEO/CFO Office. The ideal candidate demonstrates:
• Executive presence – comfortable presenting to and fielding questions from CXOs, board members, and investors.
• Ability to operate with ambiguity – takes a loosely defined problem statement and structures it into a clear, decision-ready output.
• High discretion and trustworthiness – handles confidential, sensitive, and market-moving information with judgment.
• Ownership mindset – drives deliverables to closure without needing constant follow-up; anticipates what leadership will ask next.
• Sharp business communication – crisp written and verbal articulation; can distill complexity into a one-page narrative.
• Composure under pressure – delivers quality output against tight, often compressed, board/investor timelines.
• Collaborative influence – can extract inputs from multiple functional stakeholders without formal authority over them.
• Intellectual curiosity – proactively understands the “why” behind business performance and market moves, not just the “what”.
