Chief Of Staff

• Build and lead the daily operations of the executive office — the processes, rhythms, and infrastructure that let the CEO operate with the highest leverage

• Act as an extension of the CEO with internal and external stakeholders: assess all incoming inquiries, determine priority and proper course of action, and route or handle accordingly

• Serve as the primary point of contact for the CEO’s direct reports; work in close partnership with the EA to ensure the CEO’s calendar is tightly aligned with company priorities

• Stand in for the CEO in selected meetings, challenge ideas, offer perspective, and drive follow-through on action items

• Manage the CEO’s external brand and reputation, including how they show up with investors, customers, and the broader ecosystem

• Build and run the cadence for leadership meetings, board meetings, and leadership offsites — including structuring and helping deliver company-wide communications

• Drive quarterly planning cycles, OKRs, leadership reviews, and major business updates

• Own the company operating dashboard: define the metrics, instrument them, track them weekly, and flag what’s slipping before anyone has to ask. Nobody should know the state of the business better than you

• Design meetings so they’re decisive, not just informative — sharper agendas, cleaner decisions, ruthless follow-through

• Lead strategic initiatives end-to-end that span Eng, GTM, and Ops — especially work that doesn’t neatly fit within the org chart or falls between departments. From “here’s a messy problem” to “it’s done, here’s the result”

• Proactively track high-priority initiatives, surface blockers and dependencies early, and follow up with owners when goals aren’t being met — with actionable recommendations, not just status updates

• Promote team integration, cross-functional communication, and collaboration across the organization

• Own board cadence: deck production, narrative, data room, and all prep that makes every board interaction count

• Support fundraising — modeling, materials, diligence coordination

• Build and maintain a process to track and nurture key relationships across investors, customers, and strategic partners

• Synthesize business performance, risks, and open decisions into crisp communications for external audiences

• Serve as a genuine thought partner to the CEO: challenge assumptions, offer a different perspective, and help think through high-impact decisions with analysis, options, and clear recommendations

• Live in the future — maintain focus on long-term planning and strategic priorities even as the day-to-day demands attention

• 3–7 years of demonstrated slope in BizOps, strategy, or operator roles at high-velocity companies — frontier AI labs, top-tier startups, or the consulting/banking-to-operator path. We index on what you owned and the delta you created, not your résumé

• AI-native. You’ve shipped or operated close to LLM products and understand eval and inference economics well enough to be dangerous. You don’t need it explained to you

• Exceptional writer and thinker. Muddy writing is muddy thinking — we’ll test for it

• Superb judgment with confidential information, competing priorities, and executive-level relationships — internally and externally

• Proven track record leading complex, multi-stakeholder initiatives from ambiguous start to clean finish

• High floor under pressure. You hold the line when things are on fire.

• Low ego, high ownership — you don’t need credit, you need things to get done

Day 30: You’ve absorbed the operating cadence, mapped where the gaps are across every function, taken at least two recurring time-sinks off the CEO’s plate, and established yourself as the go-to for CEO office matters

Day 60: The company dashboard is live and you’re running the weekly metrics review. Board prep and at least one cross-functional initiative are yours end-to-end. People come to you, not the CEO, for status

Day 90: Planning cycles are tighter. Leadership meetings are more decisive. Strategic initiatives stay moving across team boundaries. The CEO has visibly more leverage — measurably more time on product, customers, and recruiting