RightWalk Foundation
Website:
rightwalk.org
Job details:
Competency:
Strategy, execution, discretion, writing, follow-through, judgment, coordination, governance
Job Mode:
Onsite
Job Description:
Layer
L0 – Institutional Core
Department
Founders & Institutional Leadership
Reports To
Co-Founder & Group Director – Institutional Affairs
Location
New Delhi (HQ) · Travel involved
ABOUT RIGHTWALK
RightWalk Foundation is a public policy implementation and state-capacity building organisation. We exist to ensure that progressive public policies actually work for people at scale — not just on paper, but in real lives, over time. Our RIGHT model — Redesign, Institutionalize, Ground, Hone, Transition — converts policy intent into sustained government-owned outcomes. We operate across 4 states, have impacted 2M+ lives and unlocked $2.2Bn+ in public funds.
ROLE PURPOSE
RightWalk is entering a stage where founder bandwidth must shift from daily coordination to strategic leadership, public systems influence, donor credibility and institutional transition. The Director – Founder's Office is the execution backbone of RightWalk's leadership. This role exists to ensure that the Founders' intent — across strategy, stakeholder management, and institutional operations — translates into disciplined, tracked, and time-bound action. You are the connective tissue between vision and execution at the L0 layer. This is not a communications or scheduling role. It is a high-trust, high-accountability position for someone who can think like a strategist and execute like an operator.
Reports to: Co-Founder and Group Director – Institutional Affairs, with close working relationship with Founder and CEO.
KEY RESPONSIBILITIES
1. Founder leverage and decision support
- Convert founder priorities into clear action plans, timelines and owner matrices.
- Prepare crisp decision memos before key internal, donor, government and board meetings.
- Track founder commitments and ensure follow-through across teams.
- Reduce avoidable escalation to founders by creating structured issue-resolution pathways.
- Act as a diplomatic proxy for the Founders in internal settings — communicate decisions clearly, absorb friction, enforce accountability without authority.
- Maintain institutional memory — capture decisions, rationale, and commitments across leadership discussions.
2. Organisation operating rhythm
- Own the weekly, monthly and quarterly institutional rhythm: leadership meetings, OKR reviews, board prep, town halls and cross-functional reviews.
- Ensure decisions are documented and translated into action.
- Draft high-quality strategic documents: board notes, government briefings, internal policy memos, stakeholder communications.
- Build meeting discipline: agenda, pre-reads, minutes, action tracker and closure.
- Ensure teams do not confuse discussion with execution. A known disease. Usually fatal.
3. OKR and execution tracking
- Maintain the organisation-level execution dashboard.
- Track progress on CEO priorities, departmental OKRs and cross-team commitments.
- Flag slippages early and push teams for course correction.
- Support the Co-Founder in enforcing internal discipline and operational hygiene.
4. Board, advisor and governance support
- Coordinate board and advisory council meetings.
- Prepare board notes, strategic updates and follow-up trackers.
- Maintain institutional memory across board, donor, strategy and governance conversations.
- Support compliance rhythm in coordination with Finance, HR and legal/compliance teams.
5. Cross-functional coordination
- Work across Policy, M&E, Programs, Tech, Comms, Fundraising, People and Finance for alignment.
- Identify coordination gaps before they become founder-level firefighting.
- Support special projects that cut across departments.
WHAT SUCCESS LOOKS LIKE — FIRST SIX MONTHS
- OKR system is live, tracked, and taken seriously across all departments.
- CEO spends zero-time chasing follow-ups — everything is tracked and flagged before it slips.
- Founder meeting and decision rhythm fully institutionalised.
- Board meetings are prepared 10 days in advance, with clean packets and crisp pre-reads.
- Cross-functional decisions that used to take weeks are resolved in days.
WHAT THIS ROLE DOES NOT DO
- Running HR, Finance, or state operations.
- Owning donor or government relationships independently.
- Substituting for the Founder in strategic negotiations.
- Creating policy or program design.
CANDIDATE PROFILE
- Experience: 7–12 years of experience, ideally in public policy, strategy, consulting, civil service, or a fast-moving NGO/think-tank.
- Track record: Track record of working directly with senior leadership in a high-accountability role.
- Writing: Exceptional written communication — can turn a complex discussion into a crisp 2-page memo.
- Mindset: Structured thinker who can hold complexity without losing operational rigour.
- Maturity: Diplomatically firm — comfortable pushing back on seniors with data and clarity, not ego.
- Sector fit: Exposure to govt. systems, social sector, consulting, or public policy is strongly preferred.
Success traits: Structured, calm, sharp, discreet, persistent, diplomatic, documentation-obsessed
Competence: Strategy, execution, discretion, writing, follow-through, judgment, coordination, governance
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