Chief of Staff - Founder's Office

Key responsibilities and outcomes:

1. Run the CEO / CXO office:

- Own and run the leadership operating system - weekly/monthly/quarterly business reviews, the goal/OKR cadence, and action tracking to closure so decisions do not leak.

- Coordinate board and governance activity: the board calendar, pre-reads, narrative, data packs and follow-through, everything closed-loop.

- Act as strategic sparring partner and chief-of-staff to the CEO - frame decisions, structure options, protect focus and time, and close loops on the CEO's behalf.

- Drive confidential, high-stakes special projects originating from the CEO office.

2. Lead the program portfolio (business + technical):

- Own portfolio-level prioritisation and trade-offs across programs, allocated to business impact.

- Own resourcing and capacity decisions across the program team; hire, coach and grow Sr PMs and TPMs against clear success profiles.

- Set a consistent standard for program planning, governance and delivery across the portfolio, and act as a strategic sparring partner to leadership.

3. Drive strategic programs end-to-end:

- Take cross-functional programs from an ambiguous problem statement to a delivered, measurable outcome.

- Break goals into milestones, dependencies, owners and decision logs; replan as constraints change - default to extending effort and making smart trade-offs, not extending timelines.

- Anticipate and quantify risk across product, process, people, systems and externalities; frame trade-offs and clear escalation paths for leadership.

4. Raise the bar on how programs run:

- Implement integrated tracking systems that give portfolio-wide visibility and surface dependencies and bottlenecks early.

- Establish executive and board reporting frameworks for high-impact programs.

- Ensure continuity of plans and artifacts beyond any individual, so delivery does not depend on heroics.