Director, Growth & Strategy

Experience: 8-12

The Role Loop is India's fastest-growing health benefits platform, serving over 1.2 million members across 1,000+ employers. We're building the country's first true payor-provider — combining insurance, primary care, and a software layer that makes employer health benefits actually work. The next phase is a harder commercial problem than the one that got us here. We're moving upmarket into enterprise, where cycles are longer, buying committees are larger, underwriting is more complex, and service expectations are higher.

The Director of Growth & Strategy is the person who figures out where to play in the market and how to win. This is a strategy and analytics role that demands real operational fluency, analytical skills, and people management experience. This role reports to the CEO / COO directly and manages a 25-person team across operations, pre-sales, and engineering.

What You'll Own 1. The Growth Model Own the bottoms-up model of how Loop acquires, retains, and expands revenue. Segmentation and coverage design — which customer segments we go after, with what team, at what cost to serve. Pricing and margin architecture across insurance, primary care, and diagnostics, including how products attach to each other. Capacity and productivity assumptions that hold up under scrutiny.

The test: when the CEO or the board asks "if we plan to double revenue next year, what has to be true?", you own the answer and you can defend every line of it.

2. Driving the Inputs Growth never breaks in the abstract. It breaks in a specific region, a specific stage-to-stage conversion, a specific product that isn't attaching, etc. Your job is to find the break before it shows up in a quarterly miss, size it, design the intervention, drive it through the line teams, and prove whether it worked. This means you'll spend real time close to the work — listening to calls, sitting in on deals, understanding the underwriting.

3. The Intelligence Layer Build and own the Growth Control Tower: the single source of truth the executive team runs the commercial business on. Pipeline and forecast, revenue bridges, cohort retention and NDR, AE and AM productivity, product attach, CAC/LTV, quick ratio. You own the metric definitions, the data governance standards behind them, and the operating discipline that keeps them trusted — including the numbers that go into board decks and the next round's data room. You'll set the standards and partner with Engineering on the pipelines; you won't be writing the ingestion jobs yourself.

4. AI and Agentic Leverage Lead Loop's GTM automation agenda with your dedicated engineering squad. Identify the highest-friction workflows across Lead Gen, Pre-Sales, Sales and Account Management and design AI-powered systems that remove manual effort at scale — enrichment, nurturing, forecasting, at-risk account detection, pipeline hygiene, call scoring and coaching, automated QBR generation, AE and AM copilots. We want a sharp point of view on where automation creates genuine leverage versus where human judgment is irreplaceable, and a framework for evaluating, deploying, and sunsetting tools based on measured ROI.

5. Operating Cadence and Product Partnership Own the rhythm that keeps the commercial engine honest: weekly pipeline reviews, monthly business reviews with Finance, quarterly planning, annual quota and territory design, incentive structures that drive the behavior we actually want. Be the voice of the commercial team inside the org. Translate what Sales and AM are seeing — friction in quoting, gaps in policy admin, enterprise reporting requirements, unmet needs in care delivery — into a prioritized roadmap, and be accountable for whether what gets built moves the metrics.

6. Team Leadership Lead and grow the 25-person Growth Operations and Pre-Sales team. Set clear ownership, raise the analytical bar, build career paths. Drive alignment between Sales, AM, Finance, and Product on pricing, quoting, and fulfillment.

What We're Looking For

Why This Role Most growth roles are downstream of strategy — you get handed a plan and asked to instrument it. This one isn't. You'll decide where Loop grows next, then build the machine that gets us there, with the executive support and engineering resources to do it properly. If you've been looking for a role where strategy, operating discipline, and AI tooling sit in the same job description, this is it.