nCircle Tech Private Limited (Incorporated in 2012) empowers passionate innovators to create impactful 3D visualization software for desktop, mobile and cloud. Our domain expertise in CAD and BIM customization is driving automation with the ability to integrate advanced technologies like AI/ML and AR/VR, which empowers our clients to reduce time to market and meet business goals. nCircle has a proven track record of technology consulting and advisory services for AEC and Manufacturing industry across the globe. Our team of dedicated engineers, partner ecosystem and industry veterans are on a mission to redefine how you design and visualize.
Experience Required
5–8 years, including at least 2–3 years in a role with direct P&L/operations visibility, management consulting, business/chief-of-staff, or program-management responsibility
Reports To
Promoter / Leadership
Location
Pune (Hinjewadi) — with regular virtual syncs with leadership based in London
Works Closely With
Department Heads, Executive Assistant, Delivery & Business Unit Leads
We already have an Executive Assistant who manages leadership's calendar, travel, and administrative coordination. This role is different — and more senior. The Senior EA is an extension of leadership's judgment: someone who goes into departmental dashboards in depth, understands what the numbers mean, sits with department heads to diagnose root causes, agrees on corrective actions, and then stays on it until performance actually moves. This is a management and execution role, not a scheduling or reporting role.
1. Dashboard Ownership & Corrective Action Management
Review Power BI dashboards across all departments (sales, delivery, hiring, finance, ops) on a regular cadence — not just to report numbers, but to understand what is driving them
Go in depth with department heads to diagnose the root cause behind any red flag, missed target, or declining trend — not just flag it
Work with the relevant owner to define specific, time-bound corrective actions and get explicit agreement on what will change
Track and monitor progress of every corrective action to closure; escalate to leadership proactively if a department is not moving
Maintain a live, single source of truth (a corrective-action tracker) across all departments so nothing falls through the cracks
2. Executive Meeting Ownership (Monthly Exec Review)
Own the full cycle of the monthly Executive Meeting — not just facilitate it on the day
Pre-align with each department/team ahead of time: pull the right data, sanity-check it, and pressure-test the narrative before it reaches leadership
Prepare the consolidated data pack and presentation in advance, ensuring it is accurate, decision-ready, and free of surprises
Run the meeting itself — keep it on time, keep discussion focused on decisions and actions rather than status recitation
Capture decisions and action items, and own follow-through until the next cycle
3. High-Priority Initiatives & Operational Efficiency
Drive leadership's top-priority initiatives end-to-end — from scoping through execution to measurable outcome
Identify operational inefficiencies across departments and lead structured improvement efforts (process redesign, automation opportunities, cost/time savings)
Act as leadership's proxy on initiatives that require sustained attention across multiple weeks or months
4. Cross-Functional Alignment
Where an initiative or corrective action spans multiple departments, bring the right people together, resolve conflicting priorities, and drive a single agreed plan
Act as the connective layer between departments that otherwise operate in silos, ensuring handoffs don't get dropped
Represent leadership's intent accurately when coordinating across teams
5. Management Mindset & Coaching
Bring a genuine management lens — able to coach a department head through a problem rather than simply documenting it
Ask the right probing questions to help an underperforming team member or manager identify the actual issue and a realistic fix
Build enough credibility with department heads that they treat this role as a thinking partner, not an auditor
6. Reporting & Communication
Produce sharp, leadership-ready weekly/monthly reports — signal over noise
Ensure decisions and action points from any review are clearly communicated to, and understood by, execution teams
Maintain tight alignment between what leadership expects and what teams are actually doing
Required Skills & Qualifications
5–8 years of experience in business operations, management consulting, program/chief-of-staff roles, or a similar high-accountability generalist role
Demonstrated management mindset — comfortable holding department heads accountable and having direct conversations about performance gaps
Strong analytical ability with genuine fluency in Power BI (or similar BI tools) and Excel/Google Sheets — able to go beyond the dashboard and interrogate the underlying data
Proven experience driving cross-functional projects to closure in a matrixed or multi-department environment
Excellent executive-level communication and presentation skills; able to prepare and run a leadership-grade meeting
High ownership mindset — treats open items as personally owned until resolved, not “assigned and forgotten”
Prior experience in a startup, IT services, or professional services environment preferred; exposure to engineering/technology delivery teams is a plus
Comfortable operating with a leadership team based in a different time zone (Dubai/London)
What Success Looks Like in This Role
Corrective actions consistently close within agreed timelines, with a clear, trusted tracker leadership can rely on
Monthly Executive Meetings run on time, are decision-focused, and never surprise leadership with unprepared data
Department heads see this person as a credible thinking partner who helps them solve problems, not just someone who reports their misses
High-priority initiatives assigned to this role are delivered on scope and timeline
