KEY RESPONSIBILITIES -
Group Project Operating System
· Build and own a single, group-wide project management operating system spanning every company — consistent intake, charters, milestones, RACI ownership, reviews, and closure.
· Be tool-fluent, not tool-bound: deploy the right platform for the job — Microsoft Project / Planner / 365, Notion, and Jira — and keep them consistent and connected so leadership sees one source of truth.
· Author the library of standard checklists, workflows, and templates for every recurring initiative type, so any project in any company starts from a proven, repeatable playbook.
· Standardise documentation, status formats, and closure reports so every company and every project speaks the same language.
Driving Delivery Across Group Companies
· Lead and coordinate the Assistant Project Managers embedded in each operating company — set their priorities, review their plans, and hold each portfolio to standard.
· Break group and company initiatives into executable plans with named owners and dated milestones; track delivery against plan and escalate slippage early with options, not surprises.
· Drive the cross-company and cross-functional initiatives that no single company owns end-to-end — keeping every stakeholder moving in step.
· Be the person who moves stalled work forward — chasing the dependency, brokering the decision, and removing the blocker before it costs a deadline.
Accountability & Governance
· Make accountability explicit and unavoidable: every action carries an owner, a date, and a visible status, and every open item is chased to closure without being asked.
· Issue clear, detailed checklists and workflows to everyone involved in a project, so each person knows exactly what they own and by when.
· Run the governance cadence — weekly delivery reviews by company and a monthly group portfolio review with the Managing Director — with agendas, decisions, and actions all tracked.
· Maintain group RAID logs (risks, assumptions, issues, dependencies) and flag decisions before they become delays.
Reporting & Insight to the MD
· Build and maintain the group portfolio dashboard: one live, honest view across every company, current at any moment the Managing Director asks.
· Produce the monthly leadership pack directly from live data — milestones, risks, blockers, budget signals, and the decisions leadership needs to make.
· Run post-completion reviews and convert lessons into group-wide process improvements.
· Maintain the group project archive: every closed initiative searchable with its charter, decisions, and lessons.
Building the PM Bench
· Coach and develop the Assistant Project Managers into a consistent, high-standard project management bench across the group.
· Onboard new APMs and project owners onto the group operating system, and maintain the how-we-work guide that keeps the system self-explanatory.
HOW YOUR PERFORMANCE WILL BE MEASURED
Your scorecard. No ambiguity.
OPERATING RHYTHM & INTERFACES
This role sets the tempo for the whole group, which means its own tempo must be impeccable.
· Daily: action logs current, dashboards honest, blockers flagged the day they appear.
· Weekly: company delivery reviews run to agenda and time; minutes and actions logged before end of day.
· Monthly: group portfolio review with the Managing Director — milestones, risks, budget signals, decisions needed.
· Core interfaces: Managing Director (direct, weekly), company leads across the group (weekly), Assistant Project Managers (continuous), and finance and HR (budgets and onboarding).
WHO WE ARE LOOKING FOR
The Non-Negotiables
· Bachelor's degree in Engineering, Science, or Business (required); MBA/PGDM or a project management certification preferred.
· 8–12+ years in project or programme management, with proven delivery across multiple entities, business units, or companies.
· Genuine command of more than one PM platform — Microsoft Project / Planner / 365, Notion, and Jira — and the judgement to pick the right tool for the job.
· You have led other project managers or coordinators and driven delivery through them, not only as an individual contributor.
· You make accountability stick — including over people who do not report to you — through clarity, follow-through, and visible tracking.
· Comfort in a founder-led, multi-company group where ambiguity is the starting condition and ownership is total.
What Will Set You Apart
· You have built a PMO from scratch — ideally spanning more than one company or business unit.
· Experience across diverse sectors (agri, manufacturing, distribution, services) — the group's companies are not all alike.
· A formal credential (PMP / Prince2 / CAPM) backed by real delivery, not just the certificate.
· You are the person teams quietly rely on to get things across the line — and you want the mandate to do it group-wide.
WHAT THIS ROLE BECOMES
This is the founding seat of the group PMO. The person who installs the operating system and makes accountability the norm earns the right to run it at scale. Within 18–24 months, the expectation is Head of Group PMO — owning programme delivery across every company in the group and a growing bench of project managers beneath them.
WHY THIS ROLE, WHY NOW -
The group is running more simultaneous builds — across companies, geographies, and functions — than any informal coordination can hold. What it needs is one person who installs project discipline everywhere, makes accountability unavoidable, and drives the work forward regardless of which company it sits in. Build that now, and you set the operating rhythm the entire group scales on.
Pay: ₹2,522,584.67 per year
Benefits:
- Paid sick time
- Paid time off
- Provident Fund
Work Location: In person
