Chief of Staff

We already have an Executive Assistant who manages leadership's calendar, travel, and administrative coordination. This role is different — and more senior. The Senior EA is an extension of leadership's judgment: someone who goes into departmental dashboards in depth, understands what the numbers mean, sits with department heads to diagnose root causes, agrees on corrective actions, and then stays on it until performance actually moves. This is a management and execution role, not a scheduling or reporting role.

1. Dashboard Ownership & Corrective Action Management

• Review Power BI dashboards across all departments (sales, delivery, hiring, finance, ops) on a regular cadence — not just to report numbers, but to understand what is driving them

• Go in depth with department heads to diagnose the root cause behind any red flag, missed target, or declining trend — not just flag it

• Work with the relevant owner to define specific, time-bound corrective actions and get explicit agreement on what will change

• Track and monitor progress of every corrective action to closure; escalate to leadership proactively if a department is not moving

• Maintain a live, single source of truth (a corrective-action tracker) across all departments so nothing falls through the cracks

2. Executive Meeting Ownership (Monthly Exec Review)

• Own the full cycle of the monthly Executive Meeting — not just facilitate it on the day

• Pre-align with each department/team ahead of time: pull the right data, sanity-check it, and pressure-test the narrative before it reaches leadership

• Prepare the consolidated data pack and presentation in advance, ensuring it is accurate, decision-ready, and free of surprises

• Run the meeting itself — keep it on time, keep discussion focused on decisions and actions rather than status recitation

• Capture decisions and action items, and own follow-through until the next cycle

3. High-Priority Initiatives & Operational Efficiency

• Drive leadership's top-priority initiatives end-to-end — from scoping through execution to measurable outcome

• Identify operational inefficiencies across departments and lead structured improvement efforts (process redesign, automation opportunities, cost/time savings)

• Act as leadership's proxy on initiatives that require sustained attention across multiple weeks or months

4. Cross-Functional Alignment

• Where an initiative or corrective action spans multiple departments, bring the right people together, resolve conflicting priorities, and drive a single agreed plan

• Act as the connective layer between departments that otherwise operate in silos, ensuring handoffs don't get dropped

• Represent leadership's intent accurately when coordinating across teams

5. Management Mindset & Coaching

• Bring a genuine management lens — able to coach a department head through a problem rather than simply documenting it

• Ask the right probing questions to help an underperforming team member or manager identify the actual issue and a realistic fix

• Build enough credibility with department heads that they treat this role as a thinking partner, not an auditor

6. Reporting & Communication

• Produce sharp, leadership-ready weekly/monthly reports — signal over noise

• Ensure decisions and action points from any review are clearly communicated to, and understood by, execution teams

• Maintain tight alignment between what leadership expects and what teams are actually doing

• 5–8 years of experience in business operations, management consulting, program/chief-of-staff roles, or a similar high-accountability generalist role

• Demonstrated management mindset — comfortable holding department heads accountable and having direct conversations about performance gaps

• Strong analytical ability with genuine fluency in Power BI (or similar BI tools) and Excel/Google Sheets — able to go beyond the dashboard and interrogate the underlying data

• Proven experience driving cross-functional projects to closure in a matrixed or multi-department environment

• Excellent executive-level communication and presentation skills; able to prepare and run a leadership-grade meeting

• High ownership mindset — treats open items as personally owned until resolved, not “assigned and forgotten”

• Prior experience in a startup, IT services, or professional services environment preferred; exposure to engineering/technology delivery teams is a plus

• Comfortable operating with a leadership team based in a different time zone (Dubai/London)

• Corrective actions consistently close within agreed timelines, with a clear, trusted tracker leadership can rely on

• Monthly Executive Meetings run on time, are decision-focused, and never surprise leadership with unprepared data

• Department heads see this person as a credible thinking partner who helps them solve problems, not just someone who reports their misses

• High-priority initiatives assigned to this role are delivered on scope and timeline