This is not a “meeting scheduler” or “slide maker” role.
This is an Operator role at the heart of the company — turning the CEO’s time, decisions, and reporting systems into a strategic advantage.
If you want a safe job with a clear checklist and predictable routine — skip this.
If you want to sit at the center of strategy, work directly with the CEO, and be measured by real output — read on.
1. Role Overview
The Executive Operator (EO) in the Office of CEO acts as a Chief of Staff-lite, responsible for:
- Designing and operating the executive reporting system from Directors.
- Managing the operating rhythm of the CEO and the leadership team.
- Ensuring every major decision has full data, context, and follow-up accountability.
- Keeping noise away from the CEO, while surfacing all critical signals.
You won’t be an observer — you’ll be inside the system, understanding business, numbers, and people.
2. Core Responsibilities (Outputs, not “tasks”)
(1) Executive Reporting – System from Directors
- Design, implement, and maintain Weekly Executive Reports, Monthly Business Reviews, Exception Reports, and Commitment Trackers.
- Enforce reporting standards: must include numbers, comparisons, trends, highlights, risks, actions, and clear asks-to-CEO.
- Track commitments from Directors and ensure follow-up and accountability.
Outputs:
- % of reports submitted on time and in the right format.
- % of “asks-to-CEO” standardized and resolved promptly.
(2) Decision Desk – CEO’s Decision Platform
- Prepare 1-page Decision Briefs for key strategic decisions (C-level hiring, pricing, deals, structure, policy).
- Summarize options, impacts, risks, and recommendations.
- Maintain a Decision Log documenting rationale, responsible owner, and implementation status.
Output: The CEO never needs to ask “what’s this about?” more than once.
(3) CEO Time & Rhythm – Protect and Optimize CEO’s Time
- Design and manage the CEO’s calendar as a priority system, not a booking queue.
- Gatekeeping: every meeting must have a clear goal, pre-reads, and output summary.
- Build a recurring rhythm for weekly, monthly, and quarterly reviews (All-hands, MBR, Strategy).
Outputs:
- % of CEO time spent on Strategy / People / Customers / Operations.
- Significant reduction in non-value-adding meetings.
(4) Organization Pulse & Stakeholder Signals
- Gather and systemize signals from across the organization: morale, conflicts, key talent risks.
- Prepare briefing notes for the CEO before meetings with key people or partners.
- Never become a “gossip channel” — only surface actionable insights.
Output: Concise, relevant, actionable updates that help the CEO “know exactly what matters.”
(5) Orchestrator, not a Task Follower
- Work directly with Directors, Heads, and key stakeholders to align data and narratives.
- Challenge poor-quality reports or weak logic.
- Suggest system and process improvements to automate reporting (beyond Excel & Google Docs).
3. We’re Not Looking For Someone Who
- Thinks “supporting the CEO” means booking flights, taking notes, or serving coffee.
- Is afraid of numbers, dashboards, or data.
- Avoids confronting Directors when accountability is missing.
- Prefers ambiguity or unmeasurable outcomes.
