Chief of Staff

About the Role

Precor, the Commercial Business Unit (CBU) of Peloton, is seeking a high-caliber Chief of Staff to serve as a strategic partner and force multiplier to the President and General Manager of the CBU. This is not an administrative role; it is a high-impact leadership position focused on translating business strategy into execution, strengthening operating discipline, and accelerating decision-making across the Commercial Business Unit. As the "connective tissue" of the executive team, the Chief of Staff will align priorities across Sales, Marketing, Operations, Product, and Finance; drive accountability for strategic initiatives; and ensure leadership decisions translate into measurable business outcomes. This individual will represent the GM in key internal and external settings, facilitate executive-level discussions, and bring a broad enterprise perspective to business challenges and opportunities. This role is ideal for a confident, adaptable operator who can move seamlessly between strategic planning and hands-on execution, navigate ambiguity, influence senior stakeholders without direct authority, and help evolve how the business operates as it grows.

Responsibilities

Strategic Support & Execution

• Operational Cadence: Lead the Office of the GM, managing the rhythm of the business, including executive leadership meetings, quarterly business reviews (QBRs), and annual planning cycles.
• Strategic Initiatives: Lead high-priority, cross-functional initiatives that span departments or lack a clear functional owner. Establish objectives, governance, milestones, accountability, and success measures; resolve dependencies; and drive initiatives through execution to measurable business outcomes.
• Decision Support: Act as a sounding board; provide data-driven insights and "devil's advocate" perspectives to help the GM and CBU leadership team make informed decisions.

Strategic Planning & Business Architecture

• The "North Star" Alignment: Partner with the GM to define and refine the 3-year strategic roadmap for the Commercial Business Unit. Ensure that all departments (Sales, Marketing, Ops, Product) have aligned OKRs.
• Financial & Commercial Performance: Partner with Finance and business leaders to monitor P&L performance, revenue and margin drivers, and key business KPIs. Identify emerging risks and opportunities, evaluate business trade-offs, and bring the appropriate stakeholders together to develop and execute corrective actions.
• Annual & Quarterly Planning: Own the end-to-end process for annual budgeting and quarterly goal-setting, ensuring that resources are allocated to the highest-impact commercial opportunities.

Operational Excellence (The "Operating Rhythm")

• Leadership Team Management: Design and lead the weekly SLT (Senior Leadership Team) meetings. Responsible for the agenda, ensuring it stays focused on strategy rather than just updates.
• Process Automation & Continuous Improvement: Identify opportunities to streamline business processes, improve reporting, and automate recurring workflows using data, AI-enabled tools, and emerging technologies in partnership with the COO, Data teams, and other stakeholders.
• Action Tracking: Implement a rigorous system for tracking post-meeting commitments. Ensure that when the GM says, "we need to look into this," it actually gets done.
• Process Improvement: Identify bottlenecks in the commercial sales cycle or product development pipeline and lead "tiger teams" to solve them.

Executive Communications & Presence

• Internal Visibility: Act as a sensor for the organization. Gauge employee morale and departmental friction, reporting back to the GM with candid feedback and suggested solutions.
• Executive Ghostwriting: Draft key communications for the GM, including board presentations, all-hands speeches, and external partner correspondence.
• Stakeholder Management: Act as a surrogate for the GM in meetings, ensuring alignment across sales, product, supply chain, and finance teams.
• Culture Carrier: Foster a high-performance culture by ensuring the GM's vision and values are consistently communicated and felt throughout the organization.
• External Representation: Occasionally represent the GM in meetings with key global accounts, vendors, or industry partners (e.g., IHR