Chief of Staff

If you are unable to complete this application due to a disability, contact this employer to ask for an accommodation or an alternative application process. Chief of Staff CHICAGO, IL, US 3 days ago Requisition ID: 1071 Salary Range: $100,000.00 To $100,000.00 Annually CHIEF OF STAFF Reports to: Chief Executive Officer Initial scope: L.A. North, L.A. South, and Chicago Authority: CEO proxy within assigned responsibilities Direct reports: None initially Location: Los Angeles-based; at least 75% onsite at Amped facilities, with travel to Chicago as needed Compensation and Benefits Base Salary. Your annual base salary will be $100,000, paid in accordance with the Company's normal payroll practices and subject to required withholdings. The position is classified as salaried-exempt and is not eligible for overtime pay. Performance Bonus. You will be eligible for an annual performance bonus of up to 10% of your base salary. The CEO will establish written objectives within 30 days after you start. Bonus decisions will consider measurable operating results, judgment and leadership, initiative and problem-solving, and the Company's performance and financial condition. The bonus is not guaranteed and remains subject to the applicable bonus plan and applicable law. Benefits. You will be eligible to participate in the benefits offered to similarly situated employees, including health, dental, 401(k), and vacation or paid time off, subject to the Employee Handbook and the applicable plan documents. Reasonable business travel expenses will be reimbursed under Company policy. The Role The Chief of Staff takes ownership of specific components of Amped's operations that need to work better. For each one, he identifies what is not working, develops a practical solution, puts it into practice, and remains responsible for the results. The three initial responsibilities described below are standing responsibilities, not one-time projects. The Chief of Staff will not have direct reports initially. Employees and managers will remain responsible for day-to-day execution and formal people management. Within assigned responsibilities, however, the Chief of Staff will direct and correct work through the authority delegated by the CEO. The CEO sets Company priorities and may add, remove, or change assignments as Amped's needs change. Within the approved scope, the Chief of Staff is expected to act proactively rather than wait for each task to be assigned. Amped's Three Imperatives Every significant responsibility and project should advance three Company imperatives: Earn Trust. Make Amped more reliable, consistent, and worthy of the trust placed in it by clients, employees, regulators, vendors, lenders, and investors. This includes identifying problems before clients do, communicating accurately, applying rules fairly, keeping commitments, and following through. Improve Amped's Economics. Improve occupancy, rents, retention, service quality, and operating efficiency. Reduce waste and leakage, protect asset value, and help Amped make sound decisions about labor, vendors, maintenance, utilities, inventory, and capital. Build for Scale. Create processes that are clear, measurable, teachable, and portable across Amped locations and potential third-party management assignments. The work should reduce dependence on particular people, including the CEO, while allowing sensible differences among locations. Guiding Principles for the Role Own the result. Each important commitment should have a clear owner, deadline, expected result, and documented closeout. Remain accountable. Once a new process is in place, the Chief of Staff remains responsible for whether it works. This includes reviewing results, addressing shortcomings, and adapting the process as Amped's needs change. Work onsite and communicate directly. This is an onsite operating role. The Chief of Staff is expected to spend at least 75% of working time at Amped facilities, working with the people who perform the work, observing it firsthand, and building trusted face-to-face relationships. Support commercial solutions. Partner with the CEO, the leasing team, and others to develop practical solutions for current and prospective clients. Delegated Authority Within responsibilities assigned by the CEO, the Chief of Staff speaks and acts as the CEO's proxy. Employees and managers are expected to follow the Chief of Staff's direction concerning work within those responsibilities, even when they report to someone else. Within an assigned responsibility, the Chief of Staff may: Direct and correct employees' and managers' work. Set procedures, operating standards, deadlines, and reporting requirements. Require information, documentation, and participation needed to complete the work. Convene meetings, assign implementation responsibilities, and follow up on missed commitments. Make routine operating decisions within approved policies, budgets, and spending limits. Escalate repeated noncompliance, performance concerns, or decisions reserved to the CEO. This authority applies only within the responsibilities delegated by the CEO. The CEO may define, change, or withdraw delegated authority at any time. Matters Reserved to the CEO The Chief of Staff must obtain the CEO's approval before: Hiring, firing, changing compensation, or imposing formal discipline. Entering contracts, making major expenditures, or committing funds outside approved limits. Making financial, legal, lease, pricing, or other binding commitments to clients or prospects. Changing material Company policy. Adding a major responsibility or materially changing the scope of an approved assignment. Initial Responsibilities The following are the Chief of Staff's initial standing responsibilities. The CEO may change priorities as business needs require. 1. Hourly-Team Performance and Growth Define the positions, responsibilities, staffing coverage, and practical standards for good performance at each location. Create role-specific KPIs and visible scoreboards that managers and employees can actually use. Establish a regular coaching and review cadence, with clear documentation of results and follow-up. Create a growth framework connecting reliability, performance, skills, certifications, training, and added responsibility to raises or promotion, subject to budget and CEO approval. Make expectations fair and understandable to employees while improving productivity, coverage, service quality, and labor economics. 2. Client Communications Make AppFolio the system of record for substantive client communications, including requests, commitments, decisions, status updates, and matters requiring follow-up. Ensure that substantive communications beginning by phone, email, text, Teams, or in person are documented in AppFolio. Set standards for acknowledging, updating, and closing out work orders and other client requests in AppFolio. Finalize the Help Line at each location, including the Teams-based number, responsibility of the hourly Team Lead, shift handoffs, after-hours routing to a supervisor and the CEO, and AppFolio documentation of calls and follow-up. Establish response-time, escalation, and follow-up standards, with reporting on missed calls, aging requests, and unresolved client issues. Keep communications timely, accurate, professional, and fact-based, particularly when an issue affects client operations. 3. Proactive Inspection Program Create recurring inspection schedules and practical checklists for shared spaces, building systems, safety and sanitation conditions, and critical equipment, including ice machines, refrigeration equipment, hoods, and HVAC systems. Assign responsibility for each inspection and make it easy to see whether inspections were completed. Turn deficiencies into tracked work orders or corrective actions with an owner, deadline, and confirmed closeout. Measure whether Amped is identifying and resolving problems before clients report them. Maintain and improve the inspection process across all three locations. Performance and Six-Month Review The Company will conduct a formal review after six months. Performance will be judged by measurable changes in results, not by the number of meetings, plans, policies, or checklists produced. Written objectives will be established for each assigned responsibility and adjusted if the CEO materially changes priorities. The six-month review will consider: Whether the initial responsibilities are producing reliable results across the applicable locations. Whether employees and managers understand and follow the processes put in place. Whether the work has advanced trust, Amped's economics, and scalability. Whether the Chief of Staff has used the CEO's proxy with sound judgment, appropriate firmness, and respect for working relationships. How much high-quality design and follow-through the Chief of Staff has taken off the CEO's plate. Whether the Chief of Staff has independently identified opportunities and implemented useful, inventive solutions beyond the original assignments. Whether the Chief of Staff has demonstrated the people-management ability required to assume formal facilities leadership and direct reports. Whether the work continues producing results without frequent CEO intervention. Growth Path The six-month review will include consideration of whether to expand the Chief of Staff's role into formal people management and company-wide facilities leadership. Long-term success requires demonstrated ability to lead people, exercise sound judgment, maintain trust, and produce results through others. The timing and scope of any expansion will depend on demonstrated performance and Amped's business needs; no promotion, title, compensation change, responsibility, or reporting structure is automatic or guaranteed. #J-18808-Ljbffr