Chief Growth Officer

Role Context: BHIVE is entering its next phase of growthmoving beyond mid-sized workspace clients to serve large, multi-year, high-commitment enterprise customers and, over time, Global Capability Centers (GCCs).

This phase requires a shift from transaction-led selling to relationship-led, advisory-driven growth, where customer decisions are shaped well before formal RFPs or commercial negotiations begin.

The Chief Growth Officer (CGO) is a CEO-aligned, externally focused leadership role designed to institutionalize CEO-level access, trust, and long-horizon enterprise relationshipsso that BHIVE can originate and convert large mandates without direct promoter dependence.

This is not a conventional sales leadership role.

It is a market-facing growth and relationship orchestration role, operating at the intersection of enterprise CXOs, advisors, IPCs, developers, and ecosystem partners.

Purpose of the Role:

The CGO exists to:

• Build and institutionalize strategic enterprise relationships that lead to large, multi-year workspace commitments.
• Replace promoter-led enterprise access with a scalable, repeatable, CEO-proxy growth capability.
• Anchor BHIVE early in enterprise and advisory conversationsbefore demand crystallizes into RFPs.
• Shape, originate, and close large-format deals aligned with BHIVEs asset, campus, and expansion strategy.

While GCC relationships are a critical mid-term growth vector, the initial priority of the role is to drive large domestic enterprise wins (5001,000+ seats) and establish BHIVEs credibility at that scale.

Design Principles of the Role:

1. Authority is explicit, not implied
2. The CGO operates with defined commercial and strategic authority within approved financial guardrails.
3. Relationship before transaction
4. Success is measured by access, influence, and institutional trustnot just closed revenue.
5. CEO-aligned, not operationally embedded
6. The role reports directly to the CEO to avoid dilution of authority and pull into day-to-day execution.
7. Market-making, not pipeline-chasing
8. The CGO shapes demand and context, not just responds to it.

Key Responsibilities:

1. Strategic Enterprise Growth & Relationship Building

• Build and manage CXO-level relationships with large domestic enterprises and, over time, GCC leadership teams.
• Engage early with enterprise decision-makers, advisors, and consultants to influence workspace strategy, location decisions, and expansion roadmaps.
• Act as BHIVEs primary external authority for large-format enterprise growth conversations.
• Institutionalize long-term enterprise relationships that extend beyond individual deals.

2. Large Deal Origination & Closure (50L+ Monthly Revenue)

• Originate, structure, and close large enterprise workspace mandates (typically 50L+ per month, 500+ seats).
• Own deal strategy end-to-endfrom early relationship shaping through commercial closure.
• Lead complex, multi-stakeholder negotiations involving CXOs, procurement teams, advisors, and developers.
• Define walk-away thresholds and strategic trade-offs within approved ROCE / IRR / risk frameworks.

3. Anchor Clients & Campus-Led Growth

• Secure anchor clients for new campuses and large assets in alignment with BHIVEs expansion roadmap.
• Work with Real Estate, Design, and Product teams to translate anchor client needs into campus configuration, capacity mix, and service design.
• Convert anchor relationships into multi-city, multi-building mandates over time.

4. Advisory & Ecosystem Engagement (Including GCCs)

• Build and maintain deep relationships with:
• International Property Consultants (IPCs)
• GCC advisory firms and site-selection consultants
• Developers, economic zone authorities, and ecosystem partners
• Position BHIVE as a trusted partner of choice within advisory-led enterprise decision ecosystems.
• Develop GCC relationships in parallel, with a long-term view toward scalable inflows as BHIVEs enterprise credentials mature.

5. Strategic Partnerships & Commercial Innovation

• Structure strategic partnerships, joint initiatives, and alternative commercial models (management contracts, hybrid leases, revenue-share constructs).
• Collaborate with developers and partners to unlock large-format opportunities aligned with BHIVEs asset strategy.
• Represent BHIVE in strategic discussions that may precede immediate revenue but create future growth optionality.

6. Enterprise Growth Playbooks & Capability Building

• Institutionalize playbooks for:
• Large-deal origination
• RFP participation and governance
• Anchor-led campus GTM
• Build and mentor a small, senior enterprise growth team focused on strategic deals and relationships.
• Enable Enterprise Sales and Sales Ops teams through frameworks, deal strategy guidance, and escalation supportwithout owning routine execution.

7. Cross-Functional Alignment

• Work closely with:
• CEO (strategic alignment, key relationships)
• Finance (deal economics, guardrails)
• Real Estate & Supply (asset alignment)
• Design, Projects, and Ops (delivery feasibility)
• Marketing (enterprise narrative and positioning)
• Ensure enterprise commitments are translated into clear internal milestones and accountability.