Chief of Staff to the CEO

The Job In One LineYou run the CEO's operating system: goals, cadence, and follow-through. You also personally own the projects that don't have a home yet.Everyday Dose is moving fast in a lot of directions at once. The constraint isn't ideas or effort. It's making sure the right handful of things get set, tracked, and actually finished while everything else keeps running.That's this job. It is not an executive assistant role and it is not a note-taking role. You'll own outcomes, run the meeting the leadership team is accountable to, and have a real seat.What You'll Actually DoOwn goal setting. Run quarterly and annual planning end to end. Sit with each exec, turn intent into targets that are measurable and few. Hold the line when a goal is a paragraph instead of a number. Publish it so the whole company knows what we're playing for.Manage against those goals. Goals decay the week after they're written unless someone owns them. You're that someone. You track progress, surface slippage early, and escalate the things that need the CEO before they become fires.Run the weekly leadership meeting. Set the agenda, bring the numbers, drive to decisions. Every meeting ends with owners and dates, and you chase them down between meetings. You're not the scribe; you're the person who makes the hour worth everyone's time.Own the monthly and quarterly business reviews. Every function runs an MBR and a QBR, and you own the format, the calendar, and the standard. You build the template, pull the numbers, prep each function lead so they show up with analysis rather than a status update, and hold the room to a real conversation about what's working and what isn't. These are the meetings where the business gets examined, and today they only happen as well as whoever runs them that month.Write the investor letter and the board deck. You own the drafting, the data pull, and the narrative arc. The CEO edits and owns the message; you make sure the thing exists, holds together, cites accurate numbers, and lands ahead of the deadline rather than the night before. Over time you become the person who knows what's already been said to investors and what's changed since.Keep the scoreboard honest. Build and maintain the company-level reporting leadership runs on, in partnership with finance and data. Numbers come from the warehouse, not from someone's recollection on a call. If two sources disagree, you're the one who reconciles them.Run special projects. The high-stakes, cross-functional thing that has no owner: a new bet, a partnership, a channel or business we're deciding whether to enter, a problem that spans three teams and belongs to none of them. You get handed ambiguity and come back with an answer, a model, and a plan.Run internal operations, including the cap table. Steward the cap table and equity administration alongside Finance and outside counsel: option grants processed on time and accurately, the ledger reconciled, board consents tracked, employees getting clear answers about their equity. You won't be the legal owner of it, but you're the person making sure nothing falls through, and that requires precision and discretion in equal measure.Be the CEO's second read. Pressure-test decisions before they're made. Write the memo when the thinking needs to be sharp. Say the thing nobody else in the room will say.What Success Looks Like In 90 DaysCompany goals for the quarter are written, owned, and measurable, and every leader can recite theirs without opening a docThe weekly leadership meeting has a repeatable format, a live scoreboard, and decisions that stickEvery function has run one MBR against a standard template, and the QBR calendar is set for the yearOne company-level dashboard everyone trusts, sourced from the warehouseOne investor letter drafted and shipped on timeTwo special projects taken from ambiguous to finished without supervisionThe CEO's time visibly reallocated toward the highest-leverage work in the business