Adviser to Chief Executive — Embedded Finance, Consumer Internet

The mandate

The leadership team keeps revisiting whether finance should be a conversion feature, a standalone profit pool or a loyalty mechanism. Credit proposals currently compare headline revenue while underweighting partner dependence, complaints and the effect of declined customers on the marketplace.

Three days per month cover a CEO clinic, one product-risk session and Strategy Committee participation. Requests tied to a live partner negotiation receive acknowledgement by the next working day and a documented view within seventy-two hours.

The term ends after ten months when the board approves or rejects the scaled embedded-finance plan. A two-month renewal requires the board chair's consent; the adviser carries no line authority, lending decision, executive responsibility or right to negotiate for the company.

Only two concurrent material retainers are permitted. Work with a competing consumer marketplace, lender, insurer, loan-service provider or bidder for the programme must be declared, along with any carried interest or referral economics.

Why the board wants this voice

The business has strong growth and data talent but limited experience with adverse-selection cycles and regulated partner models. Directors want a counterweight to optimistic conversion forecasts. They need counsel from someone who has seen both rapid adoption and expensive control failure.

What you will own

• Test the strategic role assigned to credit, insurance and payment products against the platform's core customer promise.
• Challenge unit economics for approval bias, funding cost, loss sharing, servicing expense and customer-support spillover.
• Press leaders on how declines, delinquencies and claims disputes will affect trust in the parent brand.
• Shape principles for partner selection, data exchange, customer ownership and orderly exit.
• Examine whether growth experiments create hidden lending or distribution conduct obligations.
• Guide the CEO on sequencing products by reversibility, evidence quality and operational readiness.
• Advise the committee on kill criteria before any product receives nationwide scale capital.

Candidate qualifications

• 22–28 years spanning consumer technology and regulated lending, payments or insurance leadership.
• First-hand ownership of an embedded-finance partnership serving a multi-million-user platform.
• Evidence of governing credit or protection economics through at least one adverse performance cycle.
• Board-level facility with risk sharing, partner regulation, customer conduct and data-permission choices.
• Experience unwinding or renegotiating a platform-finance relationship without severe customer disruption.
• Independence from lenders, insurers and intermediaries expected to enter the selection process.

Non-negotiables

• Capacity for three Bengaluru days monthly through the board's scale decision.
• No referral fee, placement commission or contingent payment from a prospective partner.
• Full disclosure of competing-platform and financial-provider commitments.
• Agreement that all product, credit and contracting authority remains with company executives.

1. 49 words maximum. Which embedded-finance launch did you govern, and what risk signal caused you to change its scale plan?
2. 49 words maximum. List lender, insurer, intermediary or consumer-platform relationships that this board should assess for conflict.
3. 49 words maximum. What three-day monthly cadence can you protect during a live partner selection and board approval process?