AI Chief of Staff

Why This Role Exists

The CEO runs a dozen concurrent AI agents while running the company: own a falsifiable outcome, set an independent check the agent can't fake, point the agents at it, verify what comes back, ship. The operational layer of the company deserves the same operating model — people operations, the ownership-program mechanics, recruiting throughput, vendor and office operations, company cadence — but today it runs on the CEO's margins. This role gives that layer an owner.

The System You'll Need to Model

• A recruiting funnel processing ~1,400 candidates, with AI evaluation at the top and human throughput as the binding constraint.
• Candidate-to-decision latency is the number that matters, and the mid-funnel — screen to decision — is where people stall. That mid-funnel is your system to fix, and it is the first thing you own.

Who You Are

• You independently form working models of complex systems, notice where the model is wrong, and update fast.
• You turn ambiguity into instrumented systems: when a process is fuzzy, you make it measurable before you make it better.
• You treat CEO leverage as the product — every system you ship is judged by the decision capacity it returns — and you make good calls in the gray area without a defined path.
• You move between company strategy and operational implementation without getting stuck at either altitude: a comp-policy question in the morning becomes a working tracking system by evening.
• You write clearly, because clear writing is evidence of clear thought.
• You build with AI yourself — you can do this job by hand and prove it, and you direct agents the way the CEO does: you set the outcome, design the check, and own the verdict on what they produce.
• You think in tests and guardrails — you trust a result once you've designed the check that proves it.

Who this isn't for

• This role fits someone with high agency for whom ambiguity reads as raw material and shipping the CEO a week of reclaimed attention feels like shipping product.
• If you need the job handed to you as a task list — that list doesn't exist; you write it.
• If you optimize for proximity to power — being near decisions instead of owning outcomes.
• If your core skill is managing a calendar, or if you optimize for proximity to power — being near decisions instead of owning outcomes.
• If you'd rather route the building to someone else than direct agents yourself and stand behind what they produce.