OFE to MDMPIN

Role Context
Bosch Mobility Platform & Solutions (MPS) is scaling a portfolio of platform and ecosystem businesses across mobility logistics tolling traffic management and digital infrastructure. The ambition is to scale from 21M to 1B in revenue through ecosystem orchestration not linear this stage of scale the primary risk is not strategy or market opportunity.
The risk is loss of coherence between strategy architecture operating models capacity and execution leading to hidden operational technical and organizational side role sits at the center of that challenge.

It is not an Executive Assistant role not a PMO and not a delivery role.
It is a system-level role focused on how the enterprise is designed and run as complexity increases.

Purpose of the Role
To maintain coherence between strategy ecosystem design operating models architecture and capacity as MPS scales from 21M to 1B ensuring growth without operational technical or organizational side effects.

Role Mandate
This EA/ OFE focuses on Strategic Operations & System Design acts as an enterprise-level system integrator.
The mandate is to:

• Translate leadership intent and ecosystem strategy into stable operating structures
• Establish architectural and capacity guardrails before scale breaks the system
• Ensure growth decisions remain durable as complexity increases
• Prevent accumulation of unmanaged debt across operations software people and governance

The role operates with high trust high access and high expectation of judgment.

Key Responsibilities
1. System-Level Sparring with the Managing Director

• Spar with the MD on how the 21M 1B ambition translates into real absorbable moves.
• Pressure-test initiatives against ecosystem strategy architectural maturity and organizational readiness.
• Surface second-order effects across platforms regions partners and leadership layers before commitments are made.

2. Operating System Integrity

• Ensure coherence between strategy platform architecture operating models and execution as scale increases.
• Detect early drift between intelligence inside (platforms product architecture) and execution outside (partners regions).
• Anticipate and prepare operating model and governance changes required at upcoming revenue milestones.

3. Governance Capacity and Focus

• Maintain clarity on what the system can realistically absorb at each stage of growth.
• Enforce sequencing WIP limits and explicit Not Now / Not Doing choices.
• Ensure commitments survive beyond meetings and flow into SPARK CF and leadership governance.

4. Cross-Function Alignment on Commitments

• Ensure that Commercial / GTM commitments are matched by Product Engineering and Program capacity before they are taken to market.
• Clarify ownership and interfaces between:
  • What is sold (Commercial / GTM)
  • What is built (Product / Engineering)
  • And how it is delivered and run (Program / Operations).
• Surface and resolve misalignment early before it turns into delivery risk architectural shortcuts or operational overload.

Qualifications :

Experience & Background

• The candidate should see this role as a 2-year deep apprenticeship into enterprise leadership

• MBA or equivalent
• 35 years of experience in one or more of:
  • Founders office / system-level leadership roles
  • Platform SaaS or ecosystem businesses High growth startups
  • Complex scale-up or transformation environments

Core Capabilities

• Strong systems thinking and problem structuring
• Ability to reason across strategy technology operations and finance
• High comfort with ambiguity and incomplete information
• Strong written synthesis and executive-level communication

Confidence to challenge through logic and structure

Additional Information :

What This Role Is Not

• Not an administrative scheduling or coordination role
• Not a program or delivery owner
• Not a proxy decision-maker or line manager

Why This Role Is Distinct

• Direct exposure to MD-level thinking and system design
• Opportunity to shape how a 1B startup ecosystem business is run especially within a large conglomerate
• High trust high accountability high learning
• Clear pathway into challenging roles post assignment

As part of your application please submit a one-page note responding to the question below.

Ben Horowitz wrote Good Product Manager / Bad Product Manager more than two decades ago. What does good vs bad look like in todays context with AI Platform businesses etc. especially when the real challenge is not delivering a product but holding a complex system together across Commercial GTM Product Engineering and Program / OperationsGround your answer in a real situation you have seen or been part of.

Remote Work :

No

Employment Type :

Full-time