About AEEE: Alliance for an Energy Efficient Economy (AEEE) supports policy implementation and enables the energy efficiency market with a not-for-profit motive. AEEE promotes energy efficiency as a resource and collaborates with industry and government to transform the market for energy-efficient products and services, thereby contributing toward meeting India’s goals on energy security, clean energy, and climate change. AEEE collaborates with diverse stakeholders such as policymakers, government officials, businesses and industries, consumers, researchers, and civil society organizations. We encourage you to check out some of our flagship initiatives, such as the India Cooling Action Plan, Solar Decathlon India , State Energy efficiency Index, and our publications. Designation: Manager - Industry Engagement Reporting to: Director – Marketing, Alliances & Partnership Location: Delhi Responsibilities: Lead the design, planning, and execution of AEEE’s flagship events, including a new decarbonization/energy-efficiency-focused conference and exhibitions. Lead the sponsorship drive for all AEEE events, incl. existing events like FEED, SDI, Energize, etc. Acquisition of new members. Reach out to potential members and maintain a healthy pipeline. Retention of existing members through engagement at various touchpoints. Design, develop, and manage a strong Membership Value Proposition (MVP) for all members across categories. Engage with sector-focused events and webinars, such as regional events, conferences, roundtables and workshops, regional business meets, etc. Help increase AEEE’s connections at various ministries and agencies and at the state and central levels. Support SMT and AEEE teams in ensuring higher engagement with Sec and Jt. Sec at key ministries like MoHUA, MoEFCC, MoP, DST, etc. Desired Profile: MBA/BE/Post Graduate with relevant social sector, industry, or industry association experience 8-10 years’ experience in acquiring and retention of clients/members or KAM. Driving membership engagement programmes involving corporate will be desirable. Experience with CSR projects, and executing capacity-building programmes will be a plus. Excellent verbal, written communication skills & relationship management, including the ability to make presentations or pitches to C-Suite. Experience with working in large project teams. Working @ AEEE AEEE advocates for data driven and evidence-based energy efficiency policies that will unleash innovation and entrepreneurship within the country to create an energy-efficient economy. They hold Respect for all, Integrity at all times, Synergy within AEEE and Excellence at work (RISE) as their core values and central to building a culture that is unique to them. They provide a dynamic and progressive environment with opportunities to grow both professionally and personally while contributing to the country’s progress. They have a start-up mindset and offer a friendly team environment with the opportunity to work on highly successful and dynamic portfolio of programs where your performance and contributions to the growth of AEEE is the ticket to your professional excellence. They have a strong commitment to their people and strive to live by their values as they listen, learn and provide equal opportunities to young and experienced staffers, and to technical, support function, and individual contributors. If this interests you, please share your CV resume@socialsynthesis.in Show more Show less
Chief Executive Officer Drama School Mumbai (DSM) About DSM / DSFM The Drama Schools Foundation Mumbai (DSFM) is a Section 8 non-profit dedicated to strengthening India’s cultural and civic life through the transformational power of theatre. It serves as the institutional home for a constellation of initiatives that advance training, access, and discourse — including Drama School Mumbai (DSM) , Ekalavya. Art , Theatre शाला, and Unrehearsed Futures . Across these, DSFM nurtures artists, educators,and cultural practitioners who see theatre not as entertainment alone but as social infrastructure — a way of thinking, organising, and imagining together. Drama School Mumbai (DSM) is DSFM’s flagship institution and its beating heart. Established in 2013, DSM has trained over 260 alumni, awarded nearly ₹2 crore in scholarships, and incubated more than 50 original productions that have reached classrooms, communities, and stages across the country. It is widely recognised for its ensemble-based pedagogy, its commitment to access and diversity, and its role in shaping a new generation of theatre-makers who link artistry with social purpose. DSM now stands at a defining inflection point. The school is in a Zero Year (2025–26) — a deliberate pause to redesign its systems, curriculum, and sustainability model for the decade ahead. The incoming Chief Executive Officer (CEO) will join at this moment of renewal to lead DSM through its next five-year arc — strengthening its institutional architecture, deepening its financial sustainability, and translating its founding legacy into a resilient, forward-looking future. Role Overview The Chief Executive Officer (CEO) is the single point of accountability for DSM’s strategy, sustainability, and performance. The CEO ensures DSM remains financially viable, academically rigorous, operationally efficient, and publicly visible — while aligned with DSFM’s foundation-wide vision and governance. Pedagogy and curriculum leadership remain the purview of the Academic Head . The CEO partners closely with the Academic Head to integrate academic priorities with institutional systems, resources, and external relationships, ensuring coherence between artistic purpose and organisational reality. This role represents DSM’s dual commitment: to uphold the rigour of a school and the discipline of an institution. The CEO leads with integrity, fiscal responsibility, and cultural fluency — enabling the school to thrive as a civic and educational benchmark for theatre in India. ● Reports to: DSM Managing Council (strategic oversight and accountability). ● Works in tandem with: Academic Head (pedagogy, curriculum, faculty standards) as part of DSM’s dual-leadership model. ● Supported by: Functional heads across enrollment, finance, operations, communications, development, and course coordination, who execute departmental plans under the CEO’s overall accountability. Type: Full-time, three-year contract with annual review (six-month probation). Location: Mumbai (in-person , campus-based, with one day a week WFH post probation) Working Style & Environment DSM operates as a leadership ecology , anchored by the CEO, Academic Head, and functional managers across finance, operations, communications, enrollment, and partnerships. Within this ensemble, the CEO holds overall institutional responsibility: coordinating the whole, protecting academic primacy, and ensuring delivery across systems, people, and outcomes. This is a senior executive role with strategic, financial, and operational authority — held in service of DSM’s artistic and civic mission. Leadership at DSM functions as an ensemble in governance: balancing clarity with care, process with presence, and accountability with reflection. The CEO models this balance by ensuring that management remains an expression of DSM’s values, not an override of them. Key Responsibilities 1. Institutional Strategy & Financial Stewardship ● Lead DSM’s five-year institutional and financial strategy, aligning mission, operations, and growth. ● Oversee budgets, compliance, and fiscal planning with DSFM’s finance and audit teams; provide data-driven reports and consult on key decisions with the Managing Council. ● Secure long-term sustainability through tuition, partnerships, B2B initiatives, and DSFM-led fundraising commitments. 2. Enrollment, Marketing & Outreach Lead national enrollment, brand visibility, and lead generation. Oversee the full funnel from enquiry to admission, maintaining talent quality, diversity, and access. Integrate marketing, digital presence, achievements, and alumni stories into communications and admissions campaigns. Expand DSM’s footprint through regional outreach and feeder networks in colleges, residencies, and creative industries. 3. Fundraising, Partnerships & Business Development ● Drive fundraising and partnership development across CSR, philanthropy, and institutional alliances.Build and steward donor and corporate relationships in line with DSFM’s strategy. ● Design and deliver earned-income initiatives—workshops, short courses, consulting, and B2B collaborations—consistent with DSM’s pedagogy. ● Represent DSM externally to funders, media, and sector partners as its principal executive voice. 4. Academic Partnership & Support ● Work with the Academic Head to uphold excellence in all programs. ● Align resources, scheduling, and staffing to protect academic rigour. ● Jointly design and run systems for academic quality assurance, student welfare, and feedback.. ● Maintain consistent alignment between academic priorities and institutional strategy. 5. Finance, Operations & Human Resources ● Ensure fiscal discipline, compliance, and timely reporting across operations. Supervise the General Manager and functional managers in HR, finance, and administration. ● Foster a high-trust, performance-oriented culture with clear review cycles and professional growth systems. ● Oversee contracting, procurement, and governance processes aligned with DSFM standards. Accountability The CEO is accountable to the MC for DSM’s institutional health and growth. Namely: ● Enrollment health: strong pipelines, seat-fill ratios, and diversity benchmarks achieved year-on-year. ● Public visibility: DSM’s profile strengthened through consistent communications, events, and sector engagement. ● Financial performance: balanced budgets, transparent reporting, and progress toward sustainability targets. ● Academic alignment: timely delivery of courses to standard, with faculty and student welfare protected. ● Operational discipline: compliance current, HR systems transparent, and internal processes replicable. ● Fundraising outcomes: delivery against agreed annual fundraising and partnership goals. Role Development and Growth We aspire to retain an individual for a long and enduring career with the DSM. Year 0-2 The CEO’s journey begins with integration and stabilisation — building trust with the team, understanding DSM’s systems, and aligning financial and operational practices with DSFM standards. Within the first year, success will mean steady operations, clear rhythms of reporting, and a confident working partnership with the Academic Head and Managing Council. By Years 2–3 , the emphasis shifts to building and expansion : deepening DSM’s national presence, diversifying revenue through partnerships and earned-income streams, and embedding a culture of accountability and cross-functional collaboration. The CEO at this stage leads from strategic foresight—translating vision into disciplined execution. By Years 3–5 , the CEO becomes DSM’s institutional steward and sector voice —consolidating financial independence, strengthening alumni and donor ecosystems, and positioning DSM as India’s benchmark for theatre education. Success here is measured not only in numbers but in resilience: a school that can thrive beyond its founders because of the systems and culture the CEO has ensured the success of. The CEO can expect to become Executive Director , along with joining a future governing council of the school. Performance incentives (structure to be finalised by the MC) may be tied to institutional financial health and revenue diversification (outside student fees) outcomes. Non-cash recognition: In addition to financial compensation, the CEO may receive forms of professional recognition such as representation at cultural and educational forums, leadership development opportunities, and visibility at Board or donor convenings. Performance & Reporting The CEO establishes transparent monitoring systems and reports quarterly to the Managing Council. Performance indicators include: ● Institutional financial health and fundraising delivery. ● Enrollment and access metrics. ● Operational compliance and HR discipline. ● Brand and partnership impact. ● Academic alignment and student outcomes. The CEO provides annual strategic and financial reviews to the DSFM Board, ensuring donor stewardship and institutional accountability. Compensation External band: ₹24–30 lakh per annum (₹2–2.5L/month gross), with growth in line with DSM performance and scale-up; pathway to ₹30–36L by Years 2–3 and an aspirational ceiling of ₹35–45L by Year 5. Candidate Profile Strategic and entrepreneurial leader with experience building mission-driven institutions in the arts, education, or creative sectors. ● Proven record in managing teams, budgets, and partnerships at scale. ● Financial and operational fluency, with demonstrated success in fundraising or business development. ● Deep respect for pedagogical integrity and ability to work collaboratively with creative and academic leaders. ● Systems-builder across HR, finance, compliance, and communications. ● Culturally fluent with artists, funders, and administrators alike. ● Experienced in leading institutional reset-to-growth phases. Typically 12–20 years of experience in arts management, higher education, or related fields. Interested candidates please share your Cv : resume@socialsynthesis.in
IHAT PURPOSE AND PRIORITIES India Health Action Trust (IHAT) was instituted in 2003 and our vision is to meaningfully impact the lives of vulnerable and marginalised people by addressing health and social inequities. The Trust is working towards reducing inequities by developing comprehensive and sustainable programmes to improve population health. Since its inception, IHAT has working closely with the Government of India and state governments, including Uttar Pradesh, Madhya Pradesh, Karnataka, Delhi and Bihar to achieve public health goals. Our work is focused in areas of prevention and control of HIV and Tuberculosis, in achieving significant improvements in Reproductive, Maternal, Neonatal and Child Health, improved Nutrition among mothers and children, Tuberculosis, primary healthcare and strengthening health systems. We use program science to optimise and scale public health programs while partnering with the governments and communities. ROLE PURPOSE The State Director will be the overall technical and administrative lead for epidemiological appraisals and situation assessments, program design, delivery, monitoring and evaluation of identified priority public health areas identified for the state of Madhya Pradesh in consultation with the state and in alignment with the vision and strategic direction of the organization. Currently, all programs in Madhya Pradesh function under the overarching umbrella of the Innovation Hub, the outcome of a Memorandum of Understanding between the National Health Mission, MP and IHAT, with the Institute for Global Public Health as a technical partner. The incumbent will be responsible for leading all the programs in the state of Madhya Pradesh, and provide technical, strategic support and management accountabilities including overseeing all technical aspects and performance quality of the program management of the team, and leveraging government, corporate and donor resources while exploring new opportunities. DIMENSIONS OF THE ROLE Provide overall leadership at the state level to strengthen public health outcomes by identifying and addressing the gaps in service availability, quality and utilization to improve health service delivery both at facilities and community level. Collaborate with IHAT leadership to support the HFW/NHM-GoMP in addressing the key public health challenges and areas of interventions, develop innovative solutions and support strategic plan to improve population health outcomes of Madhya Pradesh in the area of RMNCHA, communicable diseases and health systems strengthening; and to increase the availability, quality and utilization of critical MNCH and comprehensive primary health care services across the continuum of care in the tribal areas of Madhya Pradesh. Support the IHAT leadership to create interface with Government of India, State Government and its agencies, academic institutions and national organizations for IHAT’s MNCH, Communicable diseases, primary healthcare and Health Systems Strengthening. Oversee overall operational management, planning, and controls including budget utilization of individual grants. Collaborate with the Finance Director in submission of the financial reports to the donors. Review progress of projects against work plan and monitoring indicators, and report to the senior management. Provide strategic direction of project activities to ensure alignment with the Memorandum of Understanding (MoU) Strategy building for the state programs, building and strengthening partnerships and identifying funding partners for the new initiates. Guide direct reports in building effective and accountable teams, ensuring members of the team receive appropriate training and guidance in organizational approaches and standards. Any other work assigned by the management. EDUCATION QUALIFICATION Master’s degree in medical sciences preferable Community Medicine, or Master’s degree in Social Sciences with Public Health/ MBA Health management/MHA/MPH. EXPERIENCE Minimum 15 years of relevant experience, of which 5-10 years in a senior managerial position, preferably in RMNCH, HSS, NCD, Infectious Disease Surveillance, Prevention and Control Prior experience collaborating with the Government of Madhya Pradesh (GoMP) will be considered an asset. Demonstrated experience of program planning, program management with proven understanding of organizational financial management and business planning, experience in grant making. Prior experience in state level advocacy with government systems Working with international organizations/ bilateral agencies such as WHO, UNICEF, USAID etc. in health program will be considered as added advantage. CRITICAL COMPETENCIES Proven ability to conceptualize, analyze, innovate, plan and execute ideas. Should have experience of building programmatic capacity of an organization. Demonstrated leadership and managerial experience, preferably in a healthcare setting. Should have experience of leading large team size, of diverse configuration. Should have experience of participating in a strategic planning process for the organization. Excellent written and oral communication skills that include strong presentation and persuasive ability and report writing ability. Persuasive communication skills and the capacity to deliver complex messages to a variety of audiences. KEY RELATIONSHIPS Internal: Senior Management Team, State/Divisional Programme Team, District Program Manager External: National and State Government, donors, academic and research Institutions, funding partnerships. IHAT’S VALUES IN PRACTICE Community Centric : It is the communities we serve and the community at IHAT that drives us forward. Think Sustainability : We believe in engaging with the government and communities to scale up and sustain positive outcomes Scientific and Innovative : We relentlessly pursue scientific rigour and adapt our work in the face of new evidence. We encourage out of the box thinking and challenge ourselves to do better. I nterdisciplinary : We foster discussion, debate and deliberation across disciplines to arrive at the best possible solution. If this role excites you, please apply to resume@socialsynthesis.in
Chief Executive Officer Drama School Mumbai (DSM) About DSM / DSFM The Drama Schools Foundation Mumbai (DSFM) is a Section 8 non-profit dedicated to strengthening India's cultural and civic life through the transformational power of theatre. It serves as the institutional home for a constellation of initiatives that advance training, access, and discourse including Drama School Mumbai (DSM) , Ekalavya. Art , Theatre ????, and Unrehearsed Futures . Across these, DSFM nurtures artists, educators,and cultural practitioners who see theatre not as entertainment alone but as social infrastructure a way of thinking, organising, and imagining together. Drama School Mumbai (DSM) is DSFM's flagship institution and its beating heart. Established in 2013, DSM has trained over 260 alumni, awarded nearly ?2 crore in scholarships, and incubated more than 50 original productions that have reached classrooms, communities, and stages across the country. It is widely recognised for its ensemble-based pedagogy, its commitment to access and diversity, and its role in shaping a new generation of theatre-makers who link artistry with social purpose. DSM now stands at a defining inflection point. The school is in a Zero Year (202526) a deliberate pause to redesign its systems, curriculum, and sustainability model for the decade ahead. The incoming Chief Executive Officer (CEO) will join at this moment of renewal to lead DSM through its next five-year arc strengthening its institutional architecture, deepening its financial sustainability, and translating its founding legacy into a resilient, forward-looking future. Role Overview The Chief Executive Officer (CEO) is the single point of accountability for DSM's strategy, sustainability, and performance. The CEO ensures DSM remains financially viable, academically rigorous, operationally efficient, and publicly visible while aligned with DSFM's foundation-wide vision and governance. Pedagogy and curriculum leadership remain the purview of the Academic Head . The CEO partners closely with the Academic Head to integrate academic priorities with institutional systems, resources, and external relationships, ensuring coherence between artistic purpose and organisational reality. This role represents DSM's dual commitment: to uphold the rigour of a school and the discipline of an institution. The CEO leads with integrity, fiscal responsibility, and cultural fluency enabling the school to thrive as a civic and educational benchmark for theatre in India. ? Reports to: DSM Managing Council (strategic oversight and accountability). ? Works in tandem with: Academic Head (pedagogy, curriculum, faculty standards) as part of DSM's dual-leadership model. ? Supported by: Functional heads across enrollment, finance, operations, communications, development, and course coordination, who execute departmental plans under the CEO's overall accountability. Type: Full-time, three-year contract with annual review (six-month probation). Location: Mumbai (in-person , campus-based, with one day a week WFH post probation) Working Style & Environment DSM operates as a leadership ecology , anchored by the CEO, Academic Head, and functional managers across finance, operations, communications, enrollment, and partnerships. Within this ensemble, the CEO holds overall institutional responsibility: coordinating the whole, protecting academic primacy, and ensuring delivery across systems, people, and outcomes. This is a senior executive role with strategic, financial, and operational authority held in service of DSM's artistic and civic mission. Leadership at DSM functions as an ensemble in governance: balancing clarity with care, process with presence, and accountability with reflection. The CEO models this balance by ensuring that management remains an expression of DSM's values, not an override of them. Key Responsibilities 1. Institutional Strategy & Financial Stewardship ? Lead DSM's five-year institutional and financial strategy, aligning mission, operations, and growth. ? Oversee budgets, compliance, and fiscal planning with DSFM's finance and audit teams; provide data-driven reports and consult on key decisions with the Managing Council. ? Secure long-term sustainability through tuition, partnerships, B2B initiatives, and DSFM-led fundraising commitments. 2. Enrollment, Marketing & Outreach Lead national enrollment, brand visibility, and lead generation. Oversee the full funnel from enquiry to admission, maintaining talent quality, diversity, and access. Integrate marketing, digital presence, achievements, and alumni stories into communications and admissions campaigns. Expand DSM's footprint through regional outreach and feeder networks in colleges, residencies, and creative industries. 3. Fundraising, Partnerships & Business Development ? Drive fundraising and partnership development across CSR, philanthropy, and institutional alliances.Build and steward donor and corporate relationships in line with DSFM's strategy. ? Design and deliver earned-income initiativesworkshops, short courses, consulting, and B2B collaborationsconsistent with DSM's pedagogy. ? Represent DSM externally to funders, media, and sector partners as its principal executive voice. 4. Academic Partnership & Support ? Work with the Academic Head to uphold excellence in all programs. ? Align resources, scheduling, and staffing to protect academic rigour. ? Jointly design and run systems for academic quality assurance, student welfare, and feedback.. ? Maintain consistent alignment between academic priorities and institutional strategy. 5. Finance, Operations & Human Resources ? Ensure fiscal discipline, compliance, and timely reporting across operations. Supervise the General Manager and functional managers in HR, finance, and administration. ? Foster a high-trust, performance-oriented culture with clear review cycles and professional growth systems. ? Oversee contracting, procurement, and governance processes aligned with DSFM standards. Accountability The CEO is accountable to the MC for DSM's institutional health and growth. Namely: ? Enrollment health: strong pipelines, seat-fill ratios, and diversity benchmarks achieved year-on-year. ? Public visibility: DSM's profile strengthened through consistent communications, events, and sector engagement. ? Financial performance: balanced budgets, transparent reporting, and progress toward sustainability targets. ? Academic alignment: timely delivery of courses to standard, with faculty and student welfare protected. ? Operational discipline: compliance current, HR systems transparent, and internal processes replicable. ? Fundraising outcomes: delivery against agreed annual fundraising and partnership goals. Role Development and Growth We aspire to retain an individual for a long and enduring career with the DSM. Year 0-2 The CEO's journey begins with integration and stabilisation building trust with the team, understanding DSM's systems, and aligning financial and operational practices with DSFM standards. Within the first year, success will mean steady operations, clear rhythms of reporting, and a confident working partnership with the Academic Head and Managing Council. By Years 23 , the emphasis shifts to building and expansion : deepening DSM's national presence, diversifying revenue through partnerships and earned-income streams, and embedding a culture of accountability and cross-functional collaboration. The CEO at this stage leads from strategic foresighttranslating vision into disciplined execution. By Years 35 , the CEO becomes DSM's institutional steward and sector voice consolidating financial independence, strengthening alumni and donor ecosystems, and positioning DSM as India's benchmark for theatre education. Success here is measured not only in numbers but in resilience: a school that can thrive beyond its founders because of the systems and culture the CEO has ensured the success of. The CEO can expect to become Executive Director , along with joining a future governing council of the school. Performance incentives (structure to be finalised by the MC) may be tied to institutional financial health and revenue diversification (outside student fees) outcomes. Non-cash recognition: In addition to financial compensation, the CEO may receive forms of professional recognition such as representation at cultural and educational forums, leadership development opportunities, and visibility at Board or donor convenings. Performance & Reporting The CEO establishes transparent monitoring systems and reports quarterly to the Managing Council. Performance indicators include: ? Institutional financial health and fundraising delivery. ? Enrollment and access metrics. ? Operational compliance and HR discipline. ? Brand and partnership impact. ? Academic alignment and student outcomes. The CEO provides annual strategic and financial reviews to the DSFM Board, ensuring donor stewardship and institutional accountability. Compensation External band: ?2430 lakh per annum (?22.5L/month gross), with growth in line with DSM performance and scale-up; pathway to ?3036L by Years 23 and an aspirational ceiling of ?3545L by Year 5. Candidate Profile Strategic and entrepreneurial leader with experience building mission-driven institutions in the arts, education, or creative sectors. ? Proven record in managing teams, budgets, and partnerships at scale. ? Financial and operational fluency, with demonstrated success in fundraising or business development. ? Deep respect for pedagogical integrity and ability to work collaboratively with creative and academic leaders. ? Systems-builder across HR, finance, compliance, and communications. ? Culturally fluent with artists, funders, and administrators alike. ? Experienced in leading institutional reset-to-growth phases. Typically 1220 years of experience in arts management, higher education, or related fields. Interested candidates please share your Cv : [HIDDEN TEXT]