We're moving from a single product to several. How we plan, decide, and communicate should grow accordingly. This role drives that transformation.
As Chief of Staff you'll report directly to our Founder and CEO, Jake. You'll be his closest partner on how January decides and executes. You'll represent him when he's not in the room. You are not an executive assistant. You won't manage a calendar.
Here's the work:
Drive our six-week planning cycle, so teams keep reflecting on the problems that matter most every week instead of only during planning week.
Own the operating reviews where we admit what's off track and decide what to do about it.
Run triage between reviews, so slippage surfaces weeks before the cycle closes rather than at the end of it.
Run diligence on the bets we're weighing next. Unit economics, what has to be true, what would kill it, in a memo leadership decides from.
Build the board deck and the narrative behind it, and own the investor updates between meetings.
Make our performance legible and tell the story behind it, wins and misses both, on a cadence people can count on.
Take the problem everyone agrees matters and nobody owns, and own it.
You fret over our decision cycle. Every minute ahead is an advantage. So you'll attack whatever slows us down. People will bring you decisions nobody asked them to bring you.
You'll shorten the distance between what we learn and what we do. If a team needs constant communication to get something done, we organized it wrong. You push decisions down to whoever has the most context, coach them if they need it, then get out of the way.
