Operating Rhythm Across the Product Business Units
Own the review end to end: calendar, agenda, pre reads from every PBU in one format, outcome metrics, decision log and action tracker. The review is chaired by the CEO. The Chief of Staff makes sure it runs on time, on evidence, and ends with decisions and owners.
Baseline and maintain one scorecard for every PBU on the measures the company has committed to: customer adoption, customer satisfaction, product reliability, product quality, time to market, business impact, team health and engineering productivity. Work with the CTO organization, Finance and Product Marketing on the data sources. Outcomes, not activities; no story points, release counts or features shipped on this scorecard.
Commitments and dependencies
Keep the single register of customer commitments, joint roadmap items and cross PBU dependencies, including shared blueprint, integrations between products and joint deliveries with Delivery and Enterprise Solutions. Surface a conflict the week it appears, not the month it lands on a customer. Propose a resolution; escalate to the CEO with a recommendation when the units cannot settle it between themselves.
Triage every request that needs the CEO. Frame it with the facts, the options, the recommendation and who has been consulted. Get it in front of the CEO within an agreed turnaround, get the decision back to the requester, and record it. A decision that needs the CEO should take days, not weeks.
Own the action tracker across all leadership forums. Close an item only with evidence that it is done. Report what is late, who owns it and what is being done about it, without softening.
Completing the transformation
Track the PBU go lives, the operating model walkthroughs each PBU head runs with their stakeholders, the publication of unit org charts, and the interim reporting rule for people not yet transferred. Prepare the strategic reviews of the model at the end of 2026 and the end of Q1 2027 with evidence on what works and what has drifted, and a recommendation on the CEO span and any further structural change, including whether an operating leader is needed.
Cross-functional interfaces
Make sure the interfaces between PBUs, the CTO horizontals, Delivery, Enterprise Solutions, Product Marketing and Design are written, agreed and followed, and that a PBU which drifts into its own silo is called out early.
Run the weekly leadership meeting, the quarterly business review and the annual planning cycle: agenda, pre reads, minutes, decisions, actions. Standards for every forum: pre read 48 hours before, decisions written the same day, actions tracked to closure.
Maintain, with the CFO, a monthly plan versus actual view of the company objectives: growth, profitability, AI strategy deployment, market expansion and the company’s global recognition objective. One page for the CEO, one page for the leadership team, no surprises at quarter end.
Board and shareholder preparation
Own the timeline and quality of the board pack and shareholder reporting, including Asendia reporting, with the CFO. Content comes from the functions; the Chief of Staff makes sure it is on time, consistent and answers the questions the board will ask.
Run time boxed projects the CEO scopes: the reorganization of the Revenue, KAM, GSA and Marketing teams that follows the PBU launch, groundwork on new market entry, the AI strategy rollout across operations, and strategic reviews. Each project has a written scope, a deadline and a handover to a permanent owner.
Decision memos and briefing notes
Draft decision memos, briefing notes and internal communication on decisions for the CEO. External and company wide communication is produced with the Content and Communication team; the Chief of Staff makes sure the facts and the decisions in it are right.
Represent the CEO office in Pune day to day. Know what is happening in the units before it reaches a review. Tell the CEO what he needs to hear, including what he does not want to hear.