Manager (M1)- IR

Role Purpose

This role sits at the intersection of Investor Relations and Corporate Strategy, working in close proximity to the CEO/CFO Office. The incumbent will be the custodian of investor-facing narrative and data, and will simultaneously drive high-visibility strategic projects — captable support, board/investor reporting, competitive and market intelligence, and cross-functional strategic initiatives that shape company direction. This is a role for someone who wants to operate at the nerve-center of the organization, translating numbers into narrative and strategy into execution.

Key Responsibilities

1.Investor Relations

Own end-to-end preparation of investor decks, board presentations, quarterly/annual investor updates, and ad-hoc investor data requests.

Build and maintain the investor reporting calendar, ensuring accurate, timely, and consistent communication with existing and prospective investors.

Act as a coordination point between Finance, Business, and external investors/analysts for data requests, due diligence, and follow-ups.

Track and benchmark company performance against investor expectations, peer companies, and sector trends.

Support fundraising rounds – data room preparation, investor Q&A, term sheet analysis support, and coordination with legal/finance/banking counterparts.

2.Strategy Projects

Drive strategic projects assigned by CEO/CFO Office – market sizing, competitive benchmarking, new business case evaluation, and expansion feasibility studies.

Partner with cross-functional teams (Business, Product, Risk, Finance) to structure ambiguous problems into clear frameworks and actionable recommendations.

Prepare board notes, strategy papers, and CEO/CFO office briefing documents with rigor and precision.

Monitor implementation of strategic initiatives and track outcomes against defined success metrics.

Conduct scenario planning and financial modelling to support key strategic and capital allocation decisions.

3.Stakeholder & Governance

Build strong working relationships with leadership, functional heads, and external stakeholders (investors, advisors, consultants).

Maintain absolute discretion and confidentiality given proximity to sensitive, market-moving, and strategic information.

Represent Finance/Strategy function in leadership discussions with polish, precision, and business acumen.

Technical Capabilities Required

Strong financial modelling skills – valuation, cap table modelling, scenario/sensitivity analysis, unit economics.

Advanced proficiency in Excel and PowerPoint; ability to independently build CFO/CEO/Board-grade presentations without heavy hand-holding.

Working knowledge of fundraising processes – term sheets, SSA/SHA structures, due diligence data rooms, cap table mechanics.

Understanding of financial statements (P&L, Balance Sheet, Cash Flow) and ability to translate financial data into a business narrative.

Exposure to competitive intelligence, market research, and structuring of strategic/business case documents.

Prior experience in BFSI, fintech, NBFC, or lending businesses is an added advantage but not mandatory.

Professional qualification such as CA / MBA (Finance/Strategy) / CFA preferred.

Qualitative Aspects – CEO/CFO Office Fit

Beyond technical skill, this role demands the qualitative maturity to operate as an extension of the CEO/CFO Office. The ideal candidate demonstrates:

Executive presence – comfortable presenting to and fielding questions from CXOs, board members, and investors.

Ability to operate with ambiguity – takes a loosely defined problem statement and structures it into a clear, decision-ready output.

High discretion and trustworthiness – handles confidential, sensitive, and market-moving information with judgment.

Ownership mindset – drives deliverables to closure without needing constant follow-up; anticipates what leadership will ask next.

Sharp business communication – crisp written and verbal articulation; can distill complexity into a one-page narrative.

Composure under pressure – delivers quality output against tight, often compressed, board/investor timelines.

Collaborative influence – can extract inputs from multiple functional stakeholders without formal authority over them.

Intellectual curiosity – proactively understands the “why” behind business performance and market moves, not just the “what”.