The posting
About the Company
Who we are At The Whole Truth, our mission is to ‘re-build the world’s trust in its food’. We believe consumers have lost trust in big-food companies because they’ve been selling half-truths for ages. We believe the only way to remedy this, is for someone to stand up and speak the whole truth. What we do We are India’s first (and perhaps only) 100% Clean Label food company. What that means is we make food so clean, (only) we can declare each ingredient proudly upfront. #nothing to hide.
Why this role exists
The HP function at TWT has a broad mandate - build the organisation and leadership capability required for our next phase of scale, while continuing to deliver reliably on the fundamentals.
As the agenda grows, the challenge is not a shortage of ideas or initiatives. It is ensuring that we are working on the few things that matter most, that ownership is clear, that decisions get made and stay made, and that commitments translate into execution on the ground.
The Chief of Staff exists to make the CHPO and the HP leadership team more effective.
The role will create the operating system through which the function runs: translating priorities into plans, creating the right forums and information flows, identifying where execution is getting stuck, driving decisions and follow-through, and taking on a small number of strategic problems that cut across the function or organisation.
This is not an EA role, nor is it a shadow HRBP or programme-management role. The Chief of Staff does not take accountability away from functional owners. The role makes ownership clearer and execution stronger.
What you will own
The HP operating system
- Translate the HP strategy and OKRs into a small number of clearly owned priorities, milestones and outcomes.
- Design and continuously improve the operating cadence of the function - leadership reviews, HRBP/TA/Ops forums, monthly operating reviews and quarterly and annual planning.
- Ensure every forum has a clear purpose: information, discussion or decision, with the right people in the room.
- Build one integrated view of HP priorities, decisions, dependencies and commitments.
- Ensure actions and decisions close; surface slippage and unresolved dependencies early rather than after deadlines are missed.
- Run the quarterly OKR/planning rhythm and ensure learning from one cycle informs the next.
CHPO effectiveness and decision support
- Help the CHPO determine where to spend time and organisational attention.
- Bring structure to ambiguous issues before they become meetings or projects.
- Ensure important conversations arrive with the right context, data, options and trade-offs.
- Synthesise employee signals, people data, business context and external perspectives into clear points of view.
- Track important decisions made by the CHPO/HP leadership team and ensure they translate into action.
- Act as a trusted thought partner who can challenge assumptions and bring an independent perspective.
Cross-functional execution
Many important people priorities sit across HRBP, TA, Ops, Finance and functional leadership rather than neatly within one team
The Chief of Staff will:
- Establish clear ownership and interfaces for these priorities;
- bring the relevant teams together when dependencies need resolving;
- identify open loops and escalate where necessary;
- hold owners to commitments without becoming the owner of their work;
- step in more deeply where an initiative is particularly critical, ambiguous or stuck.
Strategic and OD priorities
Alongside running the HP operating system, the Chief of Staff will personally lead a small number of high-priority initiatives where there is no obvious natural owner or where the CHPO needs additional problem-solving capacity.
These could include:
- Leadership and top-team effectiveness interventions;
- culture and ways-of-working initiatives;
- manager effectiveness;
- employee listening and organisational-health interventions;
- AI and technology leverage within HP;
- compensation/rewards research and benchmarking alongside specialist partners;
- strategic talent or people-process redesign;
- emerging organisational questions created by TWT's growth.
The portfolio will change as the organisation changes.
HRBPs remain accountable for understanding their organisations and developing the first point of view on talent and organisation design. The Chief of Staff can bring methodology, analysis and execution support where a problem cuts across the organisation.
AI and productivity
AI and productivity
- Identify where AI can fundamentally improve the way the HP function works rather than simply automate existing processes.
- Experiment with practical use cases across recruiting, employee listening, analytics, knowledge management, manager enablement and HP operations.
- Build solutions with the relevant functional owner and help successful experiments become part of normal ways of working.
- Continually ask where HP can deliver the same or better outcomes with less manual effort.
What we are looking for
Essential
- 6–10 years of experience in consulting, strategy, business operations, Chief of Staff roles, transformation/programme leadership or people/organisation strategy.
- Evidence of having taken complex, cross-functional priorities from ambiguity through to execution.
- Exceptional structured problem-solving and ability to separate what matters from what doesn't.
- High execution discipline and attention to detail without becoming process-heavy.
- Ability to influence and hold senior stakeholders accountable without formal authority.
- Strong analytical ability and comfort using data to form a point of view.
- Excellent written communication - able to turn complexity into a sharp one-page note rather than a 30-page presentation.
- Judgement and discretion appropriate to operating close to sensitive organisation and talent issues.
Strongly preferred
- Experience in a high-growth, founder-led or rapidly changing organisation.
- Exposure to organisation effectiveness, leadership development or people strategy.
- Experience designing management cadences, OKRs or operating systems.
- Strong curiosity about technology and AI and its implications for how organisations and functions operate.
The person we are looking for
- Someone who can operate at 30,000 feet and 30 feet in the same day.
- Someone who can help shape an important organisation question in the morning, challenge an unclear OKR in the afternoon, and later ask why something we committed to three weeks ago is still open.
- Someone who is low on ego, high on judgement and comfortable operating through influence rather than authority.
- And, most importantly, someone who understands that their job is not to do everyone else's work.
- Their job is to create enough clarity, discipline and momentum that the organisation gets the work done.
