Chief of Staff the CEO

The job in one line You 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 Do Own 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. 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. Be the CEO's second read. Pressure-test decisions before they're made. Prep board and invest