Head of strategy, founding member (Capital Allocation | Risk controls | Start-up back by Asia VC)

Your role

As the Director of Strategic Decision Systems, you will build the organization’s “decision infrastructure”: the standards, mechanisms, and governance that determine how high-impact initiatives are assessed, pressure-tested, recorded, escalated, and halted.

This is a founding-stage position for someone who has been close to (or accountable for) major resource allocation calls and who recognizes structural weakness early—before it becomes obvious in results.

In this role, you will:

• Create a repeatable decision operating model for high-uncertainty, investment-heavy programs—moving the organization from ad hoc judgment to durable structure.
• Define upfront guardrails that must be satisfied before meaningful spend or commitment occurs (and what conditions invalidate the path).
• Run structured downside thinking: failure-path design, asymmetric risk identification, and “what breaks first” analysis.
• Implement pre-agreed triggers for review, escalation, course-correction, pause, or stop—so decisions don’t drift on momentum.
• Build decision memory and auditability, capturing assumptions, dependencies, exposure, evidence quality, and planned revisit points.
• Stress-test for fragility including hidden interdependencies, nonlinear downside, and second-order effects that typical plans miss.
• Serve as an independent voice with the authority to challenge narratives when structure doesn’t support continuation.
• Reinforce decision integrity, distinguishing process quality from outcome noise in complex environments.

What we’re looking for

We’re looking for proven structural judgment, not a specific résumé pattern. Strong candidates often bring:

• Experience working in or alongside senior decision forums (e.g., principal-level leadership, investment committees, board-facing steering groups, or equivalent).
• Direct exposure to long-horizon or hard-to-reverse commitments, where downside is real and uncertainty is unavoidable.
• A strong grasp of asymmetric risk, tail events, and protective decision design.
• Ability to decompose complex initiatives into decision-relevant components: assumptions, constraints, dependencies, failure modes, and leading indicators.
• Independence under pressure—comfort slowing down, redirecting, or stopping work when the structure fails the test.
• Clear communication: you can explain boundary conditions, triggers, and escalation logic in a way that leadership can act on.

Good to have

• Senior strategists from highly selective advisory environments with deep technology exposure
• Long-duration investors or capital stewards focused on risk-aware deployment
• Venture or growth investors/operators known for disciplined underwriting and decision process
• Senior strategy/operations leaders inside complex, scaling technology organizations