Chief of Staff resume examples

Chief of Staff to the CEO (first in role)

Series C home-health platform · 350 employees · 14 states

• Wrote the role charter with the CEO in my first 30 days: four areas owned (operating cadence, planning, board, special projects) and three explicitly not owned (people decisions, sales deals, product roadmap).11Show how you defined the role.A charter with what it does not own tells a hiring CEO you will not sprawl.
• Rebuilt the weekly leadership meeting around a shared decision log; cut the meeting from 3 hours to 90 minutes and closed 85% of actions within the agreed date across 9 executives.22Before and after, with the size of the room.“3 hours to 90 minutes across 9 executives” proves the system worked, not just existed.
• Returned ~9 hours a week to the CEO by moving recurring 1:1 status updates into a Monday written brief and routing 60% of inbound asks to functional owners.33Give the CEO’s time back as a number.Hours returned is the clearest proof of an operating system.
• Ran the FY24 and FY25 annual planning cycles: built the template, set the calendar with Finance, and brought five cross-team trade-offs to the CEO for decision before budgets locked.
• Prepared quarterly board materials end to end with the CFO and General Counsel, including pre-reads, the CEO narrative, and post-meeting follow-ups tracked to close.
• Led the 120-day launch of a payer partnership in two new states as a special project; coordinated clinical, legal and operations leads and hit go-live 3 weeks early.
• Hired and managed a Strategy & Operations Associate in year two so the cadence and planning work no longer depended on me alone.44Show you built leverage.Hiring behind you shows the role scaled past one person.

Senior Manager, Strategy & Operations

• Built the company KPI scorecard (visits, clinician utilization, gross margin by state) used in every monthly business review.
• Modeled expansion into 4 new states; the board approved 2 based on the unit-economics case and both reached contribution margin within 14 months.
• Ran the clinician scheduling redesign with Operations, lifting utilization from 71% to 79% without adding headcount.

Consultant / Senior Consultant

Health & Life Sciences practice

• Advised regional health systems and payers on cost and growth programs; led workstreams of 2–4 analysts on six engagements.
• Built the operating model and governance for a $40M cost program at a 9-hospital system; stayed through the first two quarters of implementation.

Chief of Staff to the CEO

Cloud infrastructure · 2,400 employees · $610M ARR

• Led the three-year strategic plan with the CEO and CFO: framed four growth bets, ran the executive offsite to choose two, and the board approved the plan in Q4 2023.11Tie strategy to a decision.“The board approved the plan” proves the work went somewhere.
• Act for the CEO on cross-functional escalations between Sales, Product and Support; resolved 30+ disputes a year without a CEO meeting and briefed her weekly on each call.22Show where you acted for the CEO.Acting on their behalf is trust. Name the moments and how you kept them informed.
• Own the executive operating rhythm for a 12-person leadership team: weekly staff, monthly business reviews, quarterly planning, and a single decision log used by every function.
• Drafted every board narrative and shareholder letter for 3 years; cut board-pack preparation from 3 weeks to 8 days by moving owners onto a shared template and calendar.33Turn a process into time saved.“3 weeks to 8 days” is a result a CEO feels every quarter.
• Ran the CEO’s first-100-days plan after the IPO: investor cadence, all-hands calendar and the top-50 customer outreach program.
• Led the integration management office for a $120M acquisition: 14 workstreams, 180 transferred employees, and cross-sell revenue 22% above the deal model in year one.
• Manage a team of 2 (Strategy Manager and Executive Communications Lead).44Show the team, even if small.Two direct reports changes how a hiring panel reads the seniority of the role.

Director, Corporate Strategy

• Built the pricing and packaging case that moved the company to usage-based plans; net revenue retention rose from 112% to 124% over 6 quarters.
• Ran market sizing and competitive analysis for the S-1 and IPO roadshow materials.
• Owned the quarterly strategy review with the executive team and tracked progress against 6 company priorities.

Consultant

Technology, Media and Telecom practice

• Led growth-strategy and go-to-market workstreams for software and semiconductor clients across 8 engagements.
• Built the market-entry case for a client’s data-center business that the board funded at $90M.

Chief of Staff to the COO

Last-mile delivery · 4,000 employees · 40 US markets

• Ran the weekly operating review for 40 markets; built the scorecard and the escalation rules that decide when the COO steps in, cutting COO escalations by half.11Show the escalation rules.Deciding when the COO steps in is CoS judgment, not reporting.
• Led the fulfillment cost program: $26M saved over 18 months while on-time delivery rose from 91% to 95%.22Pair cost with service.Savings while on-time improved shows you protected the operation.
• Built the annual operations plan with Finance: $310M budget and 2,800 headcount across 6 regions, with monthly variance reviews owned by each regional director.
• Ran the COO’s staff meeting and quarterly business reviews with regional leaders; replaced 40-slide decks with a 2-page memo and a decision list.33Show you changed how leaders work.Replacing decks with a memo and decision list is the operating-system signal.
• Led the peak-season readiness program across 12 sites: staffing model, carrier back-up and a daily war room; delivered 2.1M holiday orders at 96% on time.
• Coordinated the COO’s response to two site safety incidents with Legal, HR and Communications, and tracked the 23 corrective actions to closure.

Regional Operations Manager, Midwest

• Ran 8 delivery stations and 650 drivers and associates; lifted on-time delivery from 88% to 94% and cut cost per package 11%.
• Opened 3 new stations in 9 months, including site selection, hiring plans and launch playbooks reused in 2 other regions.
• Built the regional safety program that reduced recordable incidents 35% year over year.

Area Manager → Senior Operations Manager

Fulfillment network

• Led teams of 120–300 associates across inbound and outbound operations at a 1M sq ft fulfillment center.
• Ran the Kaizen program for outbound sortation, raising units per hour 14%.

Chief of Staff to the CTO

Data platform · 900 employees · 380 engineers

• Run engineering planning for 380 engineers across 41 teams and a $95M engineering budget; moved planning from annual to a quarterly cycle tied to product bets.11Lead with scale.Engineers, teams and budget tell a CTO the size of the system you ran.
• Framed the build-versus-buy decision on the observability stack for the CTO: three options, cost over three years and migration risk. The CTO chose buy, saving $2.4M a year.22Show the decision you prepared.You framed it, the CTO chose. That is the right split.
• Set up the architecture review process: 60+ design reviews a year with a 10-day SLA and a public record of every decision.
• Run the CTO staff meeting and monthly engineering all-hands; introduced a written pre-read that cut meeting time 40%.
• Led the reliability program after two major outages: on-call redesign, incident review standards and error budgets. Sev-1 incidents fell from 14 to 4 a year.33Tie a program to reliability.Engineering leaders hire for fewer incidents. Give the before and after.
• Partner with Recruiting on engineering headcount: closed 85 hires in FY24 against a plan of 90 and kept time-to-fill under 45 days.

Engineering Program Manager

• Ran the migration of 200 services from a monolith to Kubernetes over 18 months with 9 teams and no customer-facing downtime.
• Built the release process that took deploys from weekly to daily across the core platform.
• Coordinated SOC 2 Type II and ISO 27001 readiness with Security and Legal; both passed first time.

Software Engineer → Senior Software Engineer

Card technology

• Built Java and Python services for real-time card authorization at 4,000 transactions per second.
• Led a team of 4 engineers on the fraud-rules engine rewrite, cutting false declines 18%.

Senior Chief of Staff, Office of the CEO

B2B workflow software · 1,800 employees · $340M ARR

• Lead a 6-person Office of the CEO: two Chiefs of Staff, strategy, executive communications and the board liaison.11Lead with the team.At this level, the size and shape of your team is the first signal.
• Built the enterprise segment strategy with the CRO; the company now plans 40% of new revenue around it and enterprise ARR grew from $60M to $145M in two years.22Name the company decision.Revenue now planned around your work shows altitude.
• Own company planning for 9 functions: annual plan, quarterly OKRs and the monthly business review, with one set of metrics across Finance and the executive team.
• Run board preparation and relations for 7 directors; introduced a board portal and pre-read discipline that moved meetings from updates to two decisions per session.33Show you changed how the board works.Moving meetings from updates to decisions is senior work a CEO notices.
• Led the 2023 reorganization from functional to business-unit structure: design options, leadership selection process and a 90-day transition plan for 600 affected employees.
• Set up the CEO’s external program: 40 customer executive meetings a year, analyst relations and the annual customer conference keynote.

Chief of Staff to the President

• Ran the President’s staff of 8 leaders across Sales, Customer Success and Marketing, including the weekly forecast review.
• Led the pricing overhaul that lifted average contract value 19% with no increase in churn.
• Coordinated the Series E fundraise data room and investor meetings ($150M raised).

Analyst → Associate

Technology investment banking

• Executed 11 merger and capital-markets transactions worth $8B for software clients.
• Built valuation models and board materials for sell-side processes and IPOs.

VP, Chief of Staff

Embedded payments · 1,100 employees · $9B annual payment volume

• Member of the 8-person executive team; own corporate development, company planning and the Office of the CEO with a team of 9.11Show the seat.“Member of the executive team” tells the reader you own decisions, not just prepare them.
• Led two acquisitions end to end ($45M and $18M): sourcing, diligence, negotiation support and integration. Both met year-one revenue targets.22Show what you own outright.Deals with your name on them separate VP from senior individual contributor.
• Run the annual plan and quarterly priorities process for the company and present the plan to the board with the CFO.
• Built the international expansion case for the UK and Canada; secured board approval for $30M of investment and hired both country leads.33Show money the board trusted you with.An approved investment case is the clearest VP-level proof.
• Own the CEO’s operating rhythm and executive offsites; introduced a quarterly “stop doing” review that retired 11 low-value programs.
• Sponsor the internal AI program across 6 functions; support-ticket handling time fell 28% in the first two quarters.

Chief of Staff to the CEO

• Built the company OKR process and the weekly executive meeting from scratch as headcount grew from 300 to 800.
• Ran the Series D fundraise process with the CFO ($210M raised) and prepared every board meeting.
• Led the bank-partner renegotiation that cut processing costs 9 basis points.

Strategy and Operations Lead

Global payments platform

• Led launch operations for 4 new markets in Europe and Asia-Pacific.
• Built the partner-economics model used to price enterprise platform deals.

Executive Assistant to the CEO

B2B procurement software · 300 employees · Series C

• Run the weekly leadership meeting for 8 executives: build the agenda from open decisions, keep the decision log, and close 90% of action items within two weeks.11Lead with the system, not the calendar.“Run the weekly leadership meeting… keep the decision log.” Not “Managed the CEO’s calendar.”
• Support quarterly board meetings: assemble the deck from 6 functional owners, track pre-read questions, and draft minutes for the General Counsel.22Say “support” when that is the real part.An EA does not run the board meeting. Name the part you owned.
• Write a Monday brief for the CEO that cuts 140+ weekly requests to the 10–15 that need a decision; route the rest to the right owner.33Show judgment, not volume.The brief proves you decide what reaches the CEO.
• Send decisions and owners to the leadership team within 48 hours of each offsite and track them to close.44Put a clock on follow-through.“Within 48 hours” is proof. “Timely” is a claim.
• Coordinated the integration calendar for the 2023 acquisition of a 40-person analytics company, including the CEO’s welcome tour and first all-hands.
• Rebuilt the executive travel policy and vendor contracts; cut average trip cost 18% across 9 countries.
• Manage a $250K executive events budget for the annual kickoff and two leadership offsites.

Executive Assistant to the COO and CFO

Digital health · 450 employees

• Built the operating review calendar for Finance and Operations and kept monthly metrics packs on schedule for 30 straight months.
• Supported the Series C data room: indexed 1,100 documents and tracked diligence requests for the finance team.
• Onboarded 4 new executives, including first-90-day schedules, stakeholder introductions and system access.

Office Coordinator

Management consulting · 60-person office

• Ran office operations for a 60-person consulting office: vendors, facilities and new-hire setup.

Senior Manager, Business Operations

SMB accounting software · 700 employees · $120M ARR

• Built the company planning model with the CFO and brought 3 headcount trade-offs to the executive team for decision; the plan held within 2% of budget for FY23.11Name the decision, not just the model.“Brought 3 trade-offs to the exec team for decision” shows you work at the company level.
• Write the monthly business review summary the CEO now opens every executive meeting with.22Show who used your work.The CEO opening each executive meeting with your summary is the CoS signal.
• Ran the cross-functional OKR process for 11 teams; 9 of 11 hit their quarterly goals, up from 3 the year before.33Give the before and after.“9 of 11, up from 3” is proof the process stuck.
• Led the pricing migration for 40,000 customers with Product, Finance and Support; churn stayed flat and ARPA rose 12%.
• Manage 2 analysts and own the company KPI dashboard used by 60+ managers.

Business Operations Manager

• Built the sales capacity model used to set quotas and hiring for 120 account executives.
• Ran the vendor consolidation project that saved $1.1M a year.

Consultant → Senior Consultant

Strategy and Operations

• Delivered operating-model and cost projects for financial-services clients across 7 engagements.
• Led a 3-person team on a post-merger finance integration for a regional bank.

Engagement Manager

Strategy and Corporate Finance practice

• Led a 5-person team on a growth strategy for a $2B medical-device company; the CEO and board adopted 7 of 9 recommendations.11Show adoption, not just advice.“Adopted 7 of 9” tells a CEO your work survives the meeting.
• Stayed 9 months as interim head of the client’s transformation office, running weekly steering meetings for the CEO and 6 executives through implementation.22Lead with staying power.A Chief of Staff lives with the decision. Show where you stayed through implementation.
• Built the operating model for a new business unit at an industrial client, including governance, metrics and the first 12-month plan.
• Prepared CEO and board materials for 4 clients, including two investor-day strategy narratives.
• Coached 8 associates and business analysts; 3 were promoted on first review.

Business Analyst (2017 – 2019) → Associate (2021 – 2022), with a firm-sponsored MBA in between

• Delivered cost, pricing and acquisition diligence work across 14 engagements in healthcare, chemicals and logistics.
• Ran the integration planning workstream for a $1.4B acquisition, covering 22 functions.

Operations Analyst, Supply Chain

• Built the inventory model for 3 distribution centers that cut stock-outs 20%.

Senior Technical Program Manager

Two-sided home-services marketplace · 1,200 employees

• Recommended cutting 2 of 7 workstreams on the payments rebuild to hit the launch date; the CTO agreed and the program shipped on time.11Show that you set priorities.“Recommended cutting 2 of 7 workstreams” moves you from tracker to advisor.
• Led the company’s top priority for FY23, the new checkout, across 6 teams and 45 engineers; conversion rose 9% and support tickets fell 22%.22Tie the program to the company.Name it as the company’s top priority, then give the result.
• Run the quarterly planning process for the Marketplace product group (14 teams), including dependency mapping and capacity trade-offs.
• Built the program status system used by 30 managers and the executive team: one weekly page with risks, decisions needed and owners.
• Mentor 4 program managers and run the TPM hiring loop.

Program Manager

• Ran the launch into 12 new cities, coordinating supply, marketing and support teams; 9 reached break-even within a year.
• Introduced incident reviews for marketplace outages; repeat incidents fell 40%.

Analyst

Technology consulting

• Supported ERP implementations for two retail clients, owning test planning and cut-over checklists for 40 stores.

Director, Integration (reporting to the President)

Freight logistics · 3,000 employees

• Run the integration agenda for the President: 9 workstreams, a weekly steering meeting and a single decision log across both companies.11Lead with work for someone else.The integration role proves you can run another leader’s agenda.
• Moved 1,800 Routewise customers to Freightline contracts with 96% retention.
• Led the joint product roadmap and the move of 30 engineers into Freightline’s teams with no regretted departures in year one.

Co-founder and COO

Route-planning software for regional carriers · 70 employees at exit

• Ran the operating cadence and board updates for 5 years: weekly leadership meeting, monthly investor update and quarterly board meetings.22Show the cadence you ran.Board updates and a decision log translate straight to Chief of Staff work.
• Owned operations, finance and people while the CEO owned product and fundraising; grew the team from 3 to 70.33Make the split with the CEO clear.Naming what the CEO owned shows you can work beside a principal.
• Grew ARR from $0 to $14M; built the sales and onboarding process that cut time to first route from 3 weeks to 4 days.
• Led the sale process with bankers and counsel, including diligence across 400 documents.

Associate Consultant

• Delivered cost and growth work for transport and industrial clients across 6 engagements, including a carrier network redesign worth $35M a year.