Chief of Staff

About This Role

This Chief of Staff role is designed to amplify the CEO's impact in a rapidly scaling company by tackling bottlenecks and driving cross-functional initiatives to completion. The position requires a highly organized individual with a structured approach to problem-solving, leveraging AI and data to identify and resolve issues across departments. It is suited for someone who can independently manage a portfolio of strategic projects and optimize leadership operations, focusing on tangible results and collaborative influence.

Responsibilities

• Own a portfolio of cross-functional initiatives the CEO would otherwise drive personally, from diagnosis through to a finished, measured result
• Own the problems that sit between departments: find what is slowing the business down, size it in numbers and get it fixed with the team that owns it
• Own the leadership operating rhythm: the board pack, SLT agenda, KPI and OKR tracking, and the decision and action log
• Own the follow-through on strategic initiatives, tracking them to completion and raising slippage early with a recovery plan
• Own practical AI adoption across the business, building the shared workflows, tools and templates that remove manual work, and helping teams use them well
• Own the judgement calls the CEO shouldn't have to make: what you decide, what goes to the CEO and what gets dropped, with board, investor and people-sensitive information handled discreetly

Requirements

• Personally delivered cross-functional improvements end to end in the last two to three years, and can show the before and after in numbers, including at least one in a function you didn't run
• Build with AI and data, not just use them; show something you made yourself: a Claude or GPT workflow, a script, a SQL query, a model or an automation, and tell what it replaced and how you checked it
• Take an ambiguous problem, break it down, question the data and come back with a recommendation, not a list of observations
• Gotten senior people to change how their teams work without managing them, and stayed on good terms
• Run or improved an executive cadence (board packs, leadership meetings, KPI or OKR tracking) and ensure actions actually close
• Know what to decide, what to escalate and what to drop, and handle confidential information carefully
• Read a P&L, unit economics and an operational dashboard without help, and talk in numbers
• Take on the unglamorous work, challenge with evidence and give the credit to the team that owns the result
• Tell it straight, including what didn't work

Benefits

• A newly created role with direct access to the CEO and regular exposure to the Board
• Real breadth: work across every department of a fast-scaling tech business