Business Performance Manager – Founder’s Office Gurgaon · Full-time · Reporting to: Founder WHY THIS ROLE EXISTS Over the last three decades, Dana Choga has built a trusted brand across Delhi NCR — 28 outlets, a growing delivery business, a premium format in Dana Choga Reserve, and and catering business. We have the brand. We have the product. We now need the system that lets us scale with operational excellence. As we enter the next phase of growth — 50+ outlets, multiple formats, a business that operates with more intelligence and more discipline at every level — we are looking for someone who can build the intelligence and management systems that makes that possible. THE PROBLEMS YOU'LL WORK ON This role exists to answer questions like: · Why do some outlets consistently outperform others — and what can we do about it? · How do we improve the quality of our business reviews so they drive decisions, not discussions? · How do we ensure that when a problem is flagged, it actually gets fixed — and stays fixed? · How do we improve accountability without creating bureaucracy? · Where is the business leaking value — and what’s the system change that stops it? · How do we build management systems that allow leadership to scale confidently? Every month the goal is simple: help Dana Choga become a better-managed, better-informed organisation than it was the previous month. WHAT YOU'LL OWN Design and build the intelligence framework. Define what metrics matter across functions, build the systems that track them reliably, and establish what their relationship tells you about business health. The goal is not more data — it’s a framework that makes the right problems visible at the right time so decisions get made with evidence rather than instinct. Interpret what the data reveals. Go beyond what happened. Identify trends, surface anomalies, connect signals across functions. The shift from “here are the numbers” to “here’s what the numbers mean and what we should do” is the core of this role. Design systems that respond to what you find. When the data reveals a problem — an outlet consistently underperforming, a process breaking down at scale, value leaking across the network — diagnose the root cause, design the intervention, work with the relevant team to implement it, and measure whether it actually worked. Shape how the organisation reviews performance. Ensure leadership reviews are intelligence-led — focused on decisions, not data dumps. Design the frameworks and cadences that make reviews sharper, faster, and more action-oriented than the one before. Build accountability into the system. Design processes that make follow-through the default, not the exception. The goal is an organisation where decisions made in reviews translate into action — not because someone is chasing everyone, but because the system makes it inevitable. WHAT SUCCESS LOOKS LIKE Within 6 months: — Leadership trusts one version of the truth and uses it to make decisions — Business reviews are sharper and focused on decisions not data collection — Recurring problems reduce because the underlying systems have been fixed — The founder spends less time on operational follow-up and more time building the business WHO WE'RE LOOKING FOR 5–8 years in analytics, business intelligence, business excellence, strategy, or commercial operations in a consumer, marketplace, or multi-unit business. Beyond experience, a specific orientation: — You see data as a diagnostic tool, not an end product — You move naturally from “what does this show” to “what should change” — You design systems that fix root causes, not just track symptoms — You translate complex analysis into language a non-analytical stakeholder acts on immediately — You hold your ground when the data is challenged Strong SQL and data skills. Familiarity with BI tools — Looker, Tableau, or Power BI. Comfort with AI tools expected. THIS ROLE IS NOT FOR YOU IF — You build rigorous analysis but leave the “so what” to someone else — You flag problems but prefer someone else to design the fix — You prefer working within a defined system over building one from scratch — You find it easier to add more reports than to simplify existing ones THE UPSIDE Most roles at this level ask you to improve a system someone else built, within a structure someone else defined. This one doesn’t. You will have full ownership of what gets built, direct access to the person making the decisions, and the rare experience of seeing your work change how a real business operates — not in a quarterly report, but in the room, in real time. As the function proves its value, the mandate and the team around it will grow.