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