Chief of Staff to 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.

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 days

• Company goals for the quarter are written, owned, and measurable, and every leader can recite theirs without opening a doc
• The weekly leadership meeting has a repeatable format, a live scoreboard, and decisions that stick
• Every function has run one MBR against a standard template, and the QBR calendar is set for the year
• One company-level dashboard everyone trusts, sourced from the warehouse
• One investor letter drafted and shipped on time
• Two special projects taken from ambiguous to finished without supervision
• The CEO's time visibly reallocated toward the highest-leverage work in the business

Requirements

What we're looking for

• 8 to 12 years of experience, including time as a Chief of Staff, BizOps lead, Strategy & Operations lead, or equivalent to a founder/CEO or a senior exec
• Top pedigree. Strong academic background and time at companies with a known high bar, plus a record of being promoted inside them. We look hard at both.
• Left brain. You're fluent in a spreadsheet and comfortable in a data environment. You can build a model, size an opportunity, read a cohort curve, and pull your own numbers rather than filing a ticket and waiting.
• Right brain. You write exceptionally well. Memos, board decks, exec comms. You can take a messy 90-minute discussion and turn it into one page that changes what people do.
• You've run an operating cadence (OKRs or equivalent, weekly business reviews, planning cycles) at a company doing real volume, not as a theory from a deck.
• Backbone. You will regularly tell senior, accomplished people that their goal isn't measurable or their project is late. You do it without drama and without flinching, and they respect you for it.
• Startup metabolism. High ambiguity, fast context switching, nothing beneath you. You'd rather own the outcome than protect the org chart.
• You use AI tooling daily to move faster on analysis, drafting, and research.

Bonus

• DTC, subscription, or CPG experience, especially a business with recurring revenue and real retention mechanics
• Consulting, banking, or PE foundation plus real operating experience (we're not looking for one without the other)
• You've built materials for and presented to a board or investors
• SQL, or enough of it to be dangerous

What this role is not

• Not an executive assistant. You are not managing a calendar or booking travel.
• Not a project manager who takes notes and updates a tracker
• Not a strategy role that stops at the recommendation
• Not a functional leadership role. You won't inherit a team on day one, though this role can grow into one.

If you want a clear lane and a stable scope, this isn't it, and that's fine.

Location

Austin is where this role works best. You'd be close to the CEO and the leadership team, and a lot of this job happens in the hallway rather than on a call. We'd rather have the right person remote than the wrong person local, so we're open to it, but be prepared to travel to Austin regularly.

Benefits

• Strong base, performance bonus
• Meaningful equity because we want you to own a piece of what you build
• Health benefits + health stipend
• Generous time off
• Free product