Role Context
Bosch Mobility Platform & Solutions (MPS) is scaling a portfolio of platform and ecosystem businesses across mobility, logistics, tolling, traffic management and digital infrastructure. The ambition is to scale from €21M to €1B in revenue through ecosystem orchestration, not linear growth.At this stage of scale, the primary risk is not strategy or market opportunity.
The risk is loss of coherence — between strategy, architecture, operating models, capacity, and execution — leading to hidden operational, technical, and organizational side effects.This role sits at the center of that challenge.
It is not an Executive Assistant role, not a PMO, and not a delivery role.
It is a system-level role focused on how the enterprise is designed and run as complexity increases.
Purpose of the Role
To maintain coherence between strategy, ecosystem design, operating models, architecture, and capacity as MPS scales from €21M to €1B — ensuring growth without operational, technical, or organizational side effects.
Role Mandate
This EA/ OFE focuses on Strategic Operations & System Design acts as an enterprise-level system integrator.
The mandate is to:
- Translate leadership intent and ecosystem strategy into stable operating structures
- Establish architectural and capacity guardrails before scale breaks the system
- Ensure growth decisions remain durable as complexity increases
- Prevent accumulation of unmanaged debt across operations, software, people, and governance
The role operates with high trust, high access, and high expectation of judgment.
Key Responsibilities
1. System-Level Sparring with the Managing Director
- Spar with the MD on how the €21M → €1B ambition translates into real, absorbable moves.
- Pressure-test initiatives against ecosystem strategy, architectural maturity, and organizational readiness.
- Surface second-order effects across platforms, regions, partners, and leadership layers before commitments are made.
2. Operating System Integrity
- Ensure coherence between strategy, platform architecture, operating models, and execution as scale increases.
- Detect early drift between “intelligence inside” (platforms, product, architecture) and “execution outside” (partners, regions).
- Anticipate and prepare operating model and governance changes required at upcoming revenue milestones.
3. Governance, Capacity, and Focus
- Maintain clarity on what the system can realistically absorb at each stage of growth.
- Enforce sequencing, WIP limits, and explicit “Not Now / Not Doing” choices.
- Ensure commitments survive beyond meetings and flow into SPARK, CF, and leadership governance.
4. Cross-Function Alignment on Commitments
- Ensure that Commercial / GTM commitments are matched by Product, Engineering, and Program capacity before they are taken to market.
- Clarify ownership and interfaces between:
- What is sold (Commercial / GTM),
- What is built (Product / Engineering),
- And how it is delivered and run (Program / Operations).
- Surface and resolve misalignment early, before it turns into delivery risk, architectural shortcuts, or operational overload.