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.

Must-have Experience

3–6 years in one or more of the following:

• Operations / Strategy / Business Analyst
• PM or Chief of Staff
• Startup / SaaS / Tech founder or management team

Strong in:

• System thinking & logic – can design formats, workflows, rules.
• Business data literacy – can read, interpret, and question business metrics.
• Clear writing & concise communication.
• Executive collaboration – can work directly with CEO and Directors with confidence and integrity.
• Able to protect the CEO’s time and focus — even when that means saying “no.”

Bonus Points:

• Understanding of SaaS metrics: MRR, funnel, retention, unit economics.
• Experience in setting up reporting / OKR / operating cadence.
• Comfortable with AI tools, automation, dashboards, data warehouse.
• Working English for cross-border collaboration.

• A front-row seat to real executive decision-making — strategy, organization, product, major deals.
• Treated as an operator, not a “high-end assistant.”
• Direct growth path toward: Chief of Staff, Director of Strategy /Operations or other leadership roles within Base.

Your performance will be measured by how effectively you operate the Office of CEO, not by how long you stay online.