OFE to MD_MPIN

About Bosch Mobility Platforms (MPS) 

Bosch Mobility Platforms (www.bosch-mps.com) is shaping the future of connected mobility and logistics. As a cloud-native, platform-driven business within Bosch, MPS empowers ISVs, mobility providers, and fleets to build, scale, and grow digital solutions faster. With our Digital Tech Stack and Logistics Operating System (L.OS), we serve customers worldwide—delivering trust, scale, and innovation in a dynamic market environment. 

 

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.

 

Experience & Background

• The candidate should see this role as a 2-year deep apprenticeship into enterprise leadership

• MBA or equivalent
• 3–5 years of experience in one or more of:• Founder’s office / system-level leadership roles
• Platform, SaaS, or ecosystem businesses, High growth startups
• Complex scale-up or transformation environments

Core Capabilities

• Strong systems thinking and problem structuring
• Ability to reason across strategy, technology, operations, and finance
• High comfort with ambiguity and incomplete information
• Strong written synthesis and executive-level communication

Confidence to challenge through logic and structure

What This Role Is Not

• Not an administrative, scheduling, or coordination role
• Not a program or delivery owner
• Not a proxy decision-maker or line manager

Why This Role Is Distinct

• Direct exposure to MD-level thinking and system design
• Opportunity to shape how a €1B startup ecosystem business is run especially within a large conglomerate
• High trust, high accountability, high learning
• Clear pathway into challenging roles post assignment

As part of your application, please submit a one-page note responding to the question below.

Ben Horowitz wrote “Good Product Manager / Bad Product Manager” more than two decades ago. What does “good” vs “bad” look like in today’s context with AI, Platform businesses etc. especially when the real challenge is not delivering a product, but holding a complex system together across Commercial, GTM, Product, Engineering, and Program / Operations?Ground your answer in a real situation you have seen or been part of.