Chief of Staff

ABOUT THE CAREER OPPORTUNITY

As Chief of Staff, you will serve as a force multiplier for the CEO, reducing operational friction, driving strategic initiatives, and expanding executive bandwidth to focus on the highest-leverage problems in the business. This means identifying complex, high-stakes issues before they're fully defined, shaping them into clear decisions, and seeing them through to completion whether that involves building the framework, running the analysis, or owning work that hasn't yet found a home.

This is not a role for someone who steps away once the presentation is finished. It demands the judgment to know when to delegate, when to escalate, and when the fastest path forward is simply to execute it yourself.

The seat beside the founder and CEO of a fast-scaling, multi-state behavioral health company where strategy either becomes execution, or it doesn't.

WHAT YOU'LL OWN

Operating cadence. Design and run the company's meeting and planning system, including the weekly leadership meeting, monthly business review, and quarterly planning. Set the agenda, drive decisions to a conclusion, capture owners and deadlines, and chase them until they're closed.

Goals and metrics. Build and maintain the company's OKR and KPI infrastructure. Define the small number of metrics that matter (patient access and wait times, clinician utilization and capacity, retention, collections, growth), ensure they are reported reliably, and surface variance early rather than at quarter-end.

Follow-through on behalf of the CEO. Track every open commitment across the leadership team. Escalate what is stuck, unblock what you can yourself, and make sure nothing important dies quietly.

Decision support. Turn messy questions into decision-ready analysis — memos, models, options with trade-offs and a recommendation. Examples: should we enter a fourth state; what does our clinician hiring plan need to look like to hit next year's growth; what is at risk?

Leadership communication. Prepare board materials, investor updates, and internal all-hands content. Own the narrative quality and the accuracy of the numbers behind it.

Special projects. Take on whatever is currently the biggest constraint on growth — a payer contracting push, a clinician onboarding redesign, a new partnership, a systems migration — and run it end-to-end until it can be handed off to a permanent owner.

CEO leverage. Protect the CEO's time and attention. Prioritize ruthlessly, prepare him for what matters, represent him where appropriate, and give him honest counsel in private.

WHAT YOU BRING

7+ years of experience in management consulting, investment banking, or private equity; operations experience in high-growth health care startups; or a prior chief of staff role. (experience in health care is required)

A demonstrated record of owning cross-functional work end-to-end not just analyzing or advising, but shipping and owning if you have to.

Strong analytical and financial fluency. You are comfortable building a model, interrogating a dashboard, and distinguishing a real signal from noise.

Exceptional written communication. You can condense a complicated situation into a single page that an executive leader or a board member can act on.

The judgment and presence to hold senior people accountable or influence people without formal authority, and the discretion to handle sensitive information about people, finances, and strategy.

Genuine comfort with ambiguity. You are energized rather than stalled by a problem nobody has scoped yet.

Alignment with our mission. You care about equitable access to mental health and addiction care, and you can work credibly with clinicians and operators.

WHAT SUCCESS LOOKS LIKE

First 30 days. You understand the business, the care model, the unit economics, the clinician pipeline, and the constraints. You have met the leadership team and formed a candid view of where execution is breaking down.

First 90 days. The operating cadence is running: agendas are set, decisions are logged, commitments are tracked, and metrics are reported on a reliable schedule. The CEO has stopped being the sole source of follow-up. You can demonstrate that you have reduced the CEO cognitive overload.

First year. The leadership team hits its quarterly goals with fewer surprises. Two or three significant initiatives have shipped under your ownership. Executive communication is consistently sharp. The CEO's time has visibly shifted toward the work only he can do.