Job Title

Job DescriptionRole ContextBosch 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 RoleTo 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 MandateThis 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 structuresEstablish architectural and capacity guardrails before scale breaks the systemEnsure growth decisions remain durable as complexity increasesPrevent accumulation of unmanaged debt across operations, software, people, and governanceThe role operates with high trust, high access, and high expectation of judgment.Key Responsibilities1. System-Level Sparring with the Managing DirectorSpar 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 IntegrityEnsure 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 FocusMaintain 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 CommitmentsEnsure 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.QualificationsExperience & BackgroundThe candidate should see this role as a 2-year deep apprenticeship into enterprise leadershipMBA or equivalent3–5 years of experience in one or more of:Founder’s office / system-level leadership rolesPlatform, SaaS, or ecosystem businesses, High growth startupsComplex scale-up or transformation environmentsCore CapabilitiesStrong systems thinking and problem structuringAbility to reason across strategy, technology, operations, and financeHigh comfort with ambiguity and incomplete informationStrong written synthesis and executive-level communicationConfidence to challenge through logic and structureAdditional InformationWhat This Role Is NotNot an administrative, scheduling, or coordination roleNot a program or delivery ownerNot a proxy decision-maker or line managerWhy This Role Is DistinctDirect exposure to MD-level thinking and system designOpportunity to shape how a €1B startup ecosystem business is run especially within a large conglomerateHigh trust, high accountability, high learningClear pathway into challenging roles post assignmentAs 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.