Strategy Manager

Disrupt.com; Karachi Division; On-site; PKR 2,000,000 - 4,500,000; Full time

Job summary

Disrupt is building a high‑velocity planning and decision infrastructure. You will own the leadership agenda, setting goals, prioritising across ventures, and providing rigorous analytical support to the Executive Committee and Core Leadership Team.

You won’t inherit a system; you will define and drive the operating rhythm with clear ownership and accountability. You will work across multiple principals, sequencing priorities, challenging assumptions, and ensuring decisions are well‑founded and

Qualifications

• 3–6 years of post‑graduate experience, preferably in management consulting or strategy roles.
• Ownership of complete workstreams with direct exposure to leadership.
• Advanced structured problem solving and hypothesis‑driven thinking.
• Genuine financial fluency: build the model and defend it.
• Executive‑level written and verbal communication.

Responsibilities

• Design and own goal setting, OKR architecture and tracking for EC/CLT.
• Maintain a live view of in‑flight initiatives with clear resourcing implications.
• Convert leadership intent into workplans with owners and milestones.
• Establish decision governance and create a reliable decision log.
• Provide strategic analysis and scenario modelling to support major decisions.

Skills

Management consulting

Strategy

Financial modeling

Executive support

Cross-functional leadership

Stakeholder management

Tools

Excel

PowerPoint

SQL

Job description

The strategic agenda at Disrupt has outgrown its capacity - We have leaders with strong instincts operating at high velocity, and no dedicated analytical or operating function sitting underneath them. Business cases get built in the gaps between other work. Priorities get set in one room and quietly overtaken in another. Decisions get made and then live only in the memory of the people who were present. None of this is a capability problem. It is a capacity and infrastructure problem, and it compounds every time we add a venture, a function or a new market.

We are building the system and this is the next iteration in that process. The person we hire will build the planning, reporting and decision-making infrastructure of the Executive Committee and Core Leadership Team from what exists currently to then run it, in the room, with the principals, on live decisions. This is not a role that inherits a functioning operating system and administers it. It is a role that will define management effectiveness and drive performance across the org to achieve our ambition goals.

That is the single most important thing to understand about this role before you apply.

How the role is positioned

You report to the Executive Committee (the Founding Partners) with the SVP, Strategy, Partnerships & Investments as your anchor. This is deliberate, and it is unusual. It means:

• Your remit is the leadership agenda, not one leader's agenda: Work is set and prioritised by the EC and CLT as a body. You are not a personal support resource to a single executive. You are the mechanism through which collective priorities get set, sequenced and driven in a fast-moving organisation.
• You will hold multiple principals at once: Competing priorities from different CLT members are the normal condition of the role, not an escalation. You are expected to sequence, trade off and push back – not absorb.
• Your independence is structural: Because you serve the leadership body rather than any one member of it, you can bring analysis that is inconvenient to any individual within it. We are hiring someone who will actually use that.
• You have an anchor, not a gatekeeper: The SVP sets your rhythm and is your first escalation for support. Your access to the EC is direct.

What you will own

1. Goal setting and the OKR engine

How Disrupt decides what matters and whether we are getting there.

• Design and run the goal-setting architecture end to end: annual objectives, quarterly OKRs, and the monthly targets that ladder into them across every function and venture
• Run the weekly leadership tracking rhythm – what moved, what slipped, what is at risk, and what the EC needs to decide this week to unblock it
• Own the follow-through loop: every session, review and leadership discussion generates decisions, owners and actions. You capture them, convert them into scheduled sessions and workstreams, and drive them to closure. Nothing dies in a meeting.
• Hold the organisation to what it committed to, including when that is uncomfortable and including when the person who committed outranks you

2. Prioritisation across functions and ventures

There is more activity across Disrupt's functions and portfolio than can be executed at full intensity at once. Deciding what gets pushed, what gets paused, and what gets resourced is currently distributed across several leaders' judgement in real time. You will own it for transparency and accountability.

• Maintain a live, single view of everything in flight across central functions and ventures, with the resourcing and sequencing implications visible
• Drive continuous reprioritisation as conditions change surfacing the trade‑off to the EC with a recommendation, not a status update - highlighting risks and presenting its impact to EC clearly is critical for success.
• Own priority initiatives end‑to‑end where no single team is accountable for the outcome, and unstick the work that stalls because it belongs to everyone and therefore no one.
• Convert leadership intent into workplans with named owners, dated milestones and real consequences for slippage

3. Strategic analysis and decision support

You are the analytical capability behind the EC's most consequential choices, and you are accountable for the quality of the decisions the leadership makes with capital.

• Take open‑ended, badly‑defined problems, break them into structured and testable hypotheses, and come back with a recommendation, a confidence level and the reasoning – not a menu of balanced options
• Own the models: unit economics, business cases, scenario and sensitivity analysis, portfolio‑level resource allocation or support on pricing as required by EC to drive key decisions.
• Pressure‑test every proposal brought to the CLT: find the assumption the case rests on and stress it before capital or resources are committed
• Run post‑mortems on major bets and make sure the learning actually changes the next decision

4. Performance reporting and decision governance

This is the build mandate, and it is roughly half the job in year one.

• Build the leadership reporting layer: a single trusted monthly view of function and venture performance that replaces reactive, bespoke, differently‑formatted reporting
• Install the review cadence — monthly performance reviews, quarterly business reviews, portfolio reviews and the preparation discipline that makes them productive rather than performative
• Establish decision governance: how strategic decisions get framed, who decides, what evidence is required, how they are recorded, and how they are revisited when the facts change
• Create and own the decision log

The intended progression from this role is Chief of Staff to Disrupt's leadership. That is a promotion, not a starting position. You will operate with chief‑of‑staff scope from early on – EC reporting line, ownership of the leadership operating rhythm, and a seat in the rooms where the consequential calls get made and the title follows sustained performance against the twelve‑month bar set out above, subject to confirmation by the Executive Committee. We are hiring with that outcome in mind and will be explicit with you about what stands between you and it.

From there the path opens in more than one direction: an expanded remit with a team underneath you, a leadership seat in a Group function, an investment role in Disrupt Capital, or an operating leadership role inside one of our ventures. People who build the machinery of a company tend to end up running parts of it.

Who we are looking for

• 3–6 years of post‑graduate experience, the majority in management consulting at a top‑tier firm (McKinsey, BCG, Bain) or a strong strategy firm (Kearney, Strategy&, Oliver Wyman, EY-Parthenon, Roland Berger, Alvarez & Marsal). We will also consider candidates who moved from that foundation into a strategy, chief‑of‑staff or corporate development role at a high‑growth company.
• Ownership of complete workstreams with direct exposure to client or company leadership. This is a bar on substance, not tenure – analyst‑level support work will not clear it.
• Advanced structured problem solving and hypothesis‑driven thinking
• Genuine financial fluency: you build the model, you do not commission it, and you are comfortable being challenged on it
• Executive‑level written and verbal communication – able to compress a complex analysis into a single defensible page

Strongly preferred

• Top‑tier Management consultancy training
• Experience in venture building, private equity, growth equity, investment banking or high‑growth operating environments
• Prior exposure to MENAP or global tech/venture market
• Sector exposure relevant to our portfolio: technology, digital commerce, financial services, B2B software
• Candidates building a long‑term career in Pakistan, including those relocating or recently repatriated

How you work

• You build, you don't maintain. You are joining an organisation where the structure does not exist. If you need a defined process to be effective, this is the wrong role and we would both rather find that out now.
• You form a view and you defend it. We want the recommendation, the reasoning, and how confident you are. A balanced summary of what everyone thinks is not an output.
• You go and get the answer yourself. There is no research function, no analyst pool, no deck team. You will build the model, run the interview, clean the data, build the deck and write the page.
• You operate through influence. No direct reports, significant scope, senior stakeholders. Your authority comes entirely from the quality of your judgement, ability to manage experienced stakeholders and the reliability of your follow‑through.
• You are comfortable being wrong quickly and in public. We move fast, we correct fast, and we do not protect positions or the people who protect them.
• You are comfortable with ambiguity in your own role. The scope will move. If you need the boundaries of your job fixed in writing, this will frustrate you.

What you get

• Direct, sustained access to the Founding Partners and the full leadership team of a venture platform being built in real time
• Ownership of the operating machinery of the company: designed by you, not inherited
• Exposure across the full lifecycle: venture formation, scaling, capital allocation, investment, partnerships and exits
• A defined, performance‑based path to Chief of Staff
• The scale of consequence you would wait several more years for anywhere else
• A more than competitive salary, access to globally diverse leadership and LTIP.