Chief of Staff to the CEO

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.

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 investor materials. Write the memo when the thinking needs to be sharp. Say the thing nobody else in the room will say.

• 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
• One company-level dashboard everyone trusts, sourced from the warehouse
• Two special projects taken from ambiguous to finished without supervision
• The CEO's time visibly reallocated toward the highest-leverage work in the business

• 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.

• 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
  

• 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.

Skip the cover letter. Instead, send us:

1. One page on an operating cadence you built or ran. What existed before, what you changed, and what measurably improved as a result.
2. A time you told an executive something they didn't want to hear. What you said, and what happened.
3. Short answer: A subscription business is seeing retention slip. Five executives each have a confident, different theory as to why. You have two weeks. What do you look at first, how do you get to the actual answer, and how do you land it with a leadership team that's already made up its mind?

We read these carefully. Applications without them won't move forward.

• 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