OFE to MD_MPIN

Job Description      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 growth.

At 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 effects.

This 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
3-5 years of experience in one or more of:  Founder's 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 today's 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 / Operations Ground your answer in a real situation you have seen or been part of.