Principal - Strategic Initiatives
Sirion is seeking a Principal of Strategic Initiatives to act as the operating spine for the company's growth and profitability goals. Reporting to the SVP of Transformation, this role owns high-priority quarterly corporate initiatives and drives accountability across all functions. The ideal candidate has deep experience in enterprise SaaS strategy and operations with a proven track record of delivering business outcomes. This is a high-visibility, generalist position requiring strong stakeholder management skills.
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Experience
8+ years
Function
Strategy
Work mode
Onsite, India
Company
Tier 2
What you will work on
Sirion is seeking a Principal of Strategic Initiatives to act as the operating spine for the company's growth and profitability goals. Reporting to the SVP of Transformation, this role owns high-priority quarterly corporate initiatives and drives accountability across all functions. The ideal candidate has deep experience in enterprise SaaS strategy and operations with a proven track record of delivering business outcomes. This is a high-visibility, generalist position requiring strong stakeholder management skills.
TAL's take
Strong strategic role within an established B2B SaaS company that emphasizes cross-functional impact and direct interaction with leadership.
Clear and coherent scope focused on strategic initiatives and operations, though the nature of work is inherently broad and generalist.
Salaries at Sirion
29.2 LPA average
Based on 5 Grapevine salary entries for Sirion.
Other roles
0 - 2 years
10 LPA average
Range: 10 - 10 LPA
Other roles
4 - 6 years
29 LPA average
Range: 22 - 40 LPA
Other roles
10 - 12 years
49 LPA average
Range: 49 - 49 LPA
Must haves
- 8+ years experience in Strategy and Operations
- Meaningful operational experience in enterprise SaaS
- Generalist depth across Product, GTM, and operating models
- Track record of driving measurable outcomes
- Experience engaging with senior stakeholders like CPO or CFO
- Bachelor’s degree
About the company
Established enterprise software company with global footprint and industry recognition, but not Tier 1 unicorn status.
Posts mentioning Sirion
Why niceness can be repelling
WLDD Eyes ScoopWhoop Acquisition Amid GGG Crisis
- WLDD is in advanced talks to acquire ScoopWhoop from the financially troubled Good Glamm Group (GGG). - A term sheet has been submitted by WLDD, and due diligence is currently underway. - GGG aims to sell ScoopWhoop for INR 18 Cr to INR 20 Cr, a significant drop from its 2021 acquisition price of INR 100 Cr. - The sale is part of GGG's efforts to address financial obligations, including employee salaries and vendor payouts. - This development follows GGG's recent sale of Sirona Hygiene back to its original founders. Source: [Inc42](https://inc42.com/buzz/wldd-in-talks-to-acquire-scoopwhoop-from-troubled-good-glamm-group/)
Why acquisitions fail
A year ago, I sold my company for $20 million to a bigger player in our space. It felt like a solid move at the time. We had a 12% net profit margin on a decently large scale and a customer base that kept coming back. Growth was steady at 9% yoy and for me, it was proof the five years I’d put in paid off. Now, 10 months later, I hear it’s been losing money. Same team, same tech, same market - no big shifts I can point to. But the profit’s gone, and they’re burning cash instead of making it. I don’t have the inside scoop, but something’s clearly off. It’s tough to see as a founder. I’ve stepped away - it’s not my fight anymore - but watching a business I built struggle still hits me. I spent years getting the pricing right, keeping overhead tight, making sure customers stuck around. Handing it over felt good until this. My mentor put it best: “The detachment’s rational. The hurt’s human.” I’ve even thought about buying it back. Not out of some big sentimental thing - just frustration. How does something that ran so well for so long flip like that? It’s not just numbers; it’s the instincts and relationships you build over time. We just saw this play out - Sirona and Good Glam went the same way recently. Good businesses acquired, then run into the ground. To founders, exits are a mixed bag - you get the check, but you lose the reins. To acquirers, it’s not plug-and-play; what you buy doesn’t just keep humming without care. And to the team still there, I’m sorry it’s turned out like this. You guys deserved better.