Senior Associate / Manager — Corporate Strategy & M&A

Job Description

Location

Bengaluru, India

Experience

5+ years post-MBA

Education

MBA from a Tier-1 institute (IIM / ISB / FMS / MDI / XLRI and equivalent)

Reports to

CEO's Office

Function

Corporate Strategy

Employment type

Full-time

About the role

You will sit at the centre of how Deloitte’s propel decides where to play and how to win. The work spans long-range strategy formulation, inorganic growth, and hands-on support to the business units on initiatives of strategic importance — from framing the thesis on a slide to standing up the programme that delivers it.

Sitting within the CEO's Office, the role carries direct exposure to the executive committee and the board. This is not research or planning seat: you are expected to own the analysis, shape the recommendation, take it to leadership, and then stay with it through execution.

Key responsibilities

1. Corporate strategy definition

•      Build and refresh the multi-year strategic plan, including scenarios and the financial trajectory underpinning each

•      Prepare board and executive committee material — the thesis, the evidence, and the ask

•      Evaluate organic and inorganic growth paths across services, capabilities, geographies and segments

•      Frame capital allocation choices: where to invest, where to hold, where to exit

2. M&A and inorganic growth

•      Run target screening and pipeline development against the stated strategic priorities

•      Build valuation and deal models — DCF, comparables, accretion/dilution, synergy cases

•      Drive commercial and operational due diligence workstreams alongside finance, legal, tax and the business

•      Shape deal structure and the investment thesis; author the investment memo that goes to the board

•      Own post-merger integration planning: Day 1 readiness, the 100-day plan, synergy tracking, and the operating model for the combined entity

3. Strategic transformation

•      Lead enterprise transformation programmes end to end — from diagnosis and business case through governance, delivery and benefit realisation

•      Design operating models and organisation structures that follow from the strategy, not the other way round

•      Establish the governance cadence: KPIs, milestone tracking, risk and dependency management, executive reporting

•      Drive change management and stakeholder alignment across functions and geographies

4. Business unit support and market sensing

•      Orchestrate the annual planning process and set the standards the business units plan against

•      Analyse portfolio performance on growth and margin; surface where the trajectory is off and why

•      Track competitor moves, technology disruption and demand shifts; convert signals into strategic options

•      Run special projects for the CEO and the leadership team as they arise

What we are looking for

Essential

•      MBA from a Tier-1 institute (IIM / ISB / FMS / MDI / XLRI and equivalent)

•      5+ years of post-MBA experience in strategy consulting, corporate strategy, or corporate development / M&A

•      Demonstrable M&A exposure across the deal lifecycle — diligence, valuation, structuring or integration

•      Experience leading a major workstream within a large strategic transformation, with named outcomes you can defend

•      Strong financial modelling and valuation capability; comfort building a business case from incomplete data

•      Executive communication — able to compress a complex analysis into a decision-ready recommendation for a CXO audience

Preferred

•      Background at a top-tier strategy firm (MBBs), Big 4 deal advisory, investment banking or private equity

•      Exposure to IT services, BPaaS, GCC or technology-enabled services business models

•      Experience with carve-outs, BOT constructs or joint ventures

•      Working knowledge of operating model design and governance frameworks

How you work

•      Hands-on — willing to get into the detail of a business you have not seen before

•      Structured under ambiguity; comfortable when the problem statement is still forming

•      Credible with senior leaders and equally effective with delivery teams

•      Bias to execution — you follow the recommendation through to the outcome