Executive Assistant to the CEO

Job Description

Job Description

Benefits:

• 401(k)
• 401(k) matching
• Bonus based on performance
• Company parties
• Competitive salary
• Free uniforms
• Health insurance
• Paid time off
• Vision insurance

Read this part before anything else.If your version of executive assistant is keeping a calendar tidy and ordering lunch, this isnt your job. Close the tab. No hard feelings.

The person we need runs toward the loose threads. When the CEO says can you look into they dont wait to be asked twice, they dont need a reminder a week later, and they sure dont ping back with what did you want me to do with this again? They take the thing, figure out the next three moves, and come back with either an answer or a recommendation.

We are growing. Six clinics today, one or two more opening in the next twelve months, and a team of roughly 2550 people whose records, onboarding, and payroll details all need to live somewhere they can actually be found. Right now, things fall through cracks because there are too many cracks and one CEO. That is what we are hiring you to fix.

If I noticed nobody followed up on this, so I drafted the response want me to send it? is a sentence youve actually said at work, keep reading.

Who you areYou are the person friends call when they need something handled. You keep a list paper, app, doesnt matter and things on that list get done. You dont have to be told what done means; you can tell when something is 80% finished and you find that intolerable.

Youre warm with people and ruthless with systems. You can tell a clinician their reimbursement form got rejected without making them feel small, and you can also tell the CEO that her 3:00 is going to make the 4:00 impossible if she doesnt cut it short.

You read between lines. When someone says lets circle back next week, you know whether that means Tuesday at 10 or I am politely declining. You write that distinction down so it doesnt get lost.

You like physical therapy practices, or healthcare, or small-but-growing businesses at least enough to learn the vocabulary fast. You dont need to know what a CPT code is on day one. You do need to be the kind of person who, on day three, can explain it back to someone else.

What youll actually do (the real list, not the LinkedIn version) Own the CEOs inbox and calendar. Triage email by 9 a.m. and 4 p.m. daily. Draft responses in the CEOs voice for routine items (vendor follow-ups, scheduling, thanks for connecting notes). Flag the five things that genuinely need her eyes. Hold a 25% buffer in her calendar so the day doesnt collapse when something runs long.

Close every loop. When the CEO delegates something in a meeting, you capture it, you own the follow-up cadence, and you dont let it die. A real example: CEO mentions in passing that the Doylestown lease renewal is coming up in the spring by end of day you have the actual date, the renewal terms, a comparison of three options, and a calendar reminder set for 90 days out. You dont wait to be asked.

Run the new clinic opening playbook. Were opening one to two new locations in the next year. Youll project-manage the operational pieces vendor setup, permitting paperwork, furniture and equipment ordering, signage, utility accounts, internet install, EMR access provisioning for new staff. Youll build the checklist if we dont have one. (We dont have one.)

Be the human filing cabinet for 2550 staff. Maintain credentialing files, license renewal tracking, CEU records, new hire onboarding paperwork, and payroll change requests. When a clinicians PT license expires in 60 days, they hear about it from you, not from the state board.

Translate between systems. Youll be in Google Workspace daily. Youll pull reports out of our EMR (Prompt). Youll reconcile expenses in QuickBooks. Youll process new hires in the HR/payroll system (ADP). You dont need to be an expert in all of these on day one you do need to be the kind of person who learns a new software tool in a weekend.

Be a gatekeeper without being a wall. Staff need to feel they can reach the CEO when it actually matters. They also need to stop pulling her into things shes already delegated. Youre the one who decides which is which politely, consistently, and without making anyone feel dismissed.

Anticipate. If the CEO has a board meeting Thursday at 2, the agenda and prep packet are on her desk Wednesday at noon. If shes flying to a conference, the boarding pass, hotel confirmation, and a one-page brief on every person shes meeting are in a shared doc before she opens her suitcase. If a clinic directors quarterly review is next month, the performance data is pulled and summarized the week before not the morning of.

A real day, roughly 7:45 a.m. You scan email, flag three items that need her attention, and respond to the seven that dont. You notice a vendor invoice came in 40% higher than last month you query the vendor before flagging it upward.

9:30 a.m. Standing weekly with the CEO. You run the agenda. You leave with eleven action items, all timestamped, with owners assigned. By 10:15 the meeting recap is in everyones inbox.

11:00 a.m. A clinic director calls their new hires credentialing paperwork is stuck somewhere. You know where because you set up the tracker. You call the credentialing contact, get a date, and email the director within twenty minutes.

1:00 p.m. Working on the playbook for the new King of Prussia location. Youre three calls deep with the landlord, the IT vendor, and the sign company. Two of them want the same answer and you have it.

3:30 p.m. The CEO drops into your office: Can we move the leadership offsite to June? You check seven calendars, the venues availability, and the existing contracts cancellation terms in about fifteen minutes. You come back with two viable dates and the tradeoffs of each.

5:15 p.m. Tomorrows pre-brief is on the CEOs desk. You go home.

Must-haves 5+ years as an executive assistant, operations coordinator, chief of staff, or a comparable role where you were the person who made sure things got done.

Proven loop-closing instinct. In your interview, youll be asked to walk through three specific things you owned end-to-end in your last role. Vague answers dont pass.

Strong writing. Youll be drafting on the CEOs behalf emails, memos, vendor communication. We will ask for a writing sample.

Solid command of Google Workspace (calendar, docs, sheets, mail rules, shared drives).

Comfort jumping into new software EMR systems, QuickBooks, payroll platforms. You dont need to know ours; you need to be able to learn ours.

Discretion. Youll see payroll, performance issues, and strategy conversations. None of it leaves the room.

Located within commuting distance of our Pennsylvania HQ. This role is in-person, five days a week. Weve thought about it, and the work doesnt work remotely.

Nice-to-haves Background in healthcare, physical therapy, or a multi-site service business.

Experience supporting a CEO or founder specifically (versus a corporate exec inside a larger structure different muscle).

Project management chops youve run a launch, an opening, a move, a system implementation.

QuickBooks, , ADP, WebPT, or Prompt experience specifically.

Youve built an SOP from scratch and watched someone else use it without asking you questions.

How to applyTwo steps. Both matter.

Step 1. Send a resume and a short note (not a cover letter a note, like youd write to a person) to the link on this job posting. In the note, tell us about one specific time you closed a loop that someone else dropped. We want the actual situation, what you did, and what happened. Two paragraphs is plenty.

Step 2. In the subject line of that email (or the first line of your application note), write: EA [your last name] Loop Closer. Thats how well know you read this far and follow instructions. Applications that dont include this exact phrase will not be reviewed.

Well respond to every qualified application within seven business days. If youve followed the instructions, youll hear from us either way.

An equal opportunity employer. We hire based on what you can actually do, and wed rather have one excellent EA than three so-so candidates were training up.