Strategy Lead

Noise; Gurgaon; On-site; INR 4,500,000 - 7,000,000; Full time

Job summary

Noise invites a founder’s office leader to sit at the heart of decision-making in Gurugram. You will transform ambiguous, high-stakes problems into clear, actionable outcomes, freeing founders to pursue the most impactful bets.

You will drive cross-functional bets across GTM, Product, Design, Tech and Ops, turning founder intent into concrete priorities and fast, data-driven decisions.

Qualifications

• A first-principles thinker.
• AI-native in how you think and work.
• High-agency with ownership of ambiguous, high-stakes work.
• 6–8 years across high-growth startups, product/tech, consulting, or founder’s office.

Responsibilities

• Take the problems the founders can’t yet delegate and turn them into owned outcomes.
• Drive the hardest cross-functional questions from problem to decision to execution (new markets, partnerships, bets).
• Stand up for what doesn’t exist yet and own it until it’s ready to hand off.
• Turn founder intent into company direction and clear top priorities.
• Bring truth to the table with data, sharp framing, and honest options to help founders decide quickly.
• Move across GTM, Product, Design, Tech, and Ops to get important things done without needing a title.

Job description

Job Description:

About Noise

Noise was built on a simple belief: India can build world-class consumer tech. Today, we are India’s #1 smartwatch brand, #2 in TWS audio, with 40M+ users – and now backed by Bose as a strategic investor. The next phase is sharper: building a globally relevant, AI-native company where every function compounds leverage, not headcount.

Why this role exists

The Founder’s Office is not a support function. It is founder bandwidth, multiplied. The founders have more high-stakes questions than hours – this role takes the ones that are too ambiguous, too cross-cutting, or too important to hand off, and turns them into clarity and motion.

This is a founder-partner role. You will sit where the biggest decisions get made:

• What we bet on next
• How we get there
• What we choose not to do

If your instinct is to wait for instructions, this won’t work. If your instinct is to take the ambiguous problem and come back with a plan, read on.

What success looks like

Not meetings attended. Not decks produced. Better decisions, made faster – and founders freed to do only what founders can. Leverage, not activity.

What will you own

• 1. Founder Leverage Take the problems the founders can’t yet delegate – ambiguous, unowned, high-stakes – and turn them
  into owned outcomes. Give the founders back their scarcest resource: attention.
• 2. Strategic Bets Drive the hardest cross-functional questions from problem to decision to execution. New markets, new
  categories, partnerships– the bets that shape the next five years.
• 3. Zero-to-One Stand up for what doesn’t exist yet. When there’s no team, no playbook, and no clear owner, you are the
  owner – until it’s real enough to hand off.
• 4. Company Clarity Turn founder intent into company direction. Make sure the whole company knows what matters most
  right now, and why – and that the top priorities never get lost in the noise.
• 5. Decision Quality Bring truth to the table. Cut through opinion with data, sharp framing, and honest options. Make it easy
  for the founders to make the right call, fast.
• 6. Cross-Functional Force Move across GTM, Product, Design, Tech, and Ops without needing a title to do it. Earn trust fast, align
  people who don’t report to you, and make the important things happen.

Who you are

• A first-principles thinker – energised, not paralysed, by ambiguity
• AI-native in how you think and work
• Equally sharp at 30,000 feet and in the detail
• High-agency – you take the problem, not just the task
• Low-ego – you make founders and teams better without needing the credit
• A magnet for trust – people give you the hard problems because you come back with answers
• 6–8 years across high-growth startups, product/tech, consulting, or a founder’s office – with real
  ownership of ambiguous, high-stakes work

What won’t work

• Waiting to be told what to do
• Being a note-taker or a meeting scheduler
• Incremental thinking
• Comfort with “good enough”

Why this is a career-defining role

You don’t often get to sit at the centre of a company at this moment – with founder access, a real mandate, and global ambition – and build the judgment that only comes from being where the biggest calls get made. This is one of those times.

Job location

Gurugram