CEO Assistant (Strategic Operations)

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.