AI Chief of Staff

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.

The Operating Cadence

• The rhythms that keep the team coordinated without bureaucracy — the weekly and monthly beats, the decision queues, and the delegation lanes that route each call to the CEO, to you, or to an agent with a check on the end.

Back-office, Finance, and Vendor Operations

• Contracts, vendors, spend, and the physical environment, plus the rails a real ownership program needs — grant cycles, vesting records, tender logistics.

The Human-Workforce Platform

• A growing system that routes paid human effort to the work machines can't do yet. You design where the line sits between an agent and a person, and you move that line as the machines get better.

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.

What You Are Not 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 want to instrument the funnel, clear the queue, and own outcomes only after someone else defines the process and the timeline.
• 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.