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Chief of Staff (CoS)

Description

A Chief of Staff is the founder’s force multiplier. They don’t own functions, they operate across them, creating leverage by turning vision into priorities, aligning teams, and keeping execution on track. Unlike a Head of Ops, who is hands-on with daily tasks, or a COO, who builds infrastructure and leads managers, the Chief of Staff works directly with the CEO to clear bottlenecks, coordinate stakeholders, and keep the organization moving in sync. They manage the flow of information across the business, ensuring the right context and data reach the right people at the right time. They prepare decisions with briefings, risks, and recommendations so the founder can focus energy where it matters most. By holding priorities together across functions, they keep initiatives aligned and momentum steady. The role is most valuable in founder-led companies where the CEO’s bandwidth is the constraint — when clarity, alignment, and execution speed are more critical than formal infrastructure or functional leadership.

Features
Strategic right hand to the CEO
Keeps priorities clear and aligned across teams
Translates vision into plans, cadences, and follow-through
Drives cross-functional projects and executive communications
Preps decisions with briefings, data, and risks
Builds a “rhythm of business” to remove friction and bottlenecks
FAQ

You ask, we answer.

What’s the difference between a CoS and a COO?

The Chief of Staff (CoS) serves the founder and creates leverage for the CEO by driving clarity, priorities, and alignment.

The Chief Operating Officer (COO) serves the company andbuilds the business engine—systems, teams, and accountability.

How do I know which role my company needs?

If the founder’s time and focus are the main constraint, you need a CoS.

If the organization itself is breaking under growth—missed handoffs, no systems, managers without leadership—you need a COO.

Can one person do both jobs?

Not at the same time. The scopes are different. A strong operator may start as CoS and grow into COO as the company matures, but those are sequential phases, not one job.

When would a company need both?

In messy growth stages, a CoS and COO often work side by side.

The CoS keeps the founder focused and aligned. The COO builds and runs the operating system.

Together, they support the founder/ CEO in closing the gap between vision and execution.

Why hire fractional instead of a full-time?

A full-time Chief of Staff or COO is a $150K–$400K+ commitment once you factor in salary, benefits, and equity.

Many early-stage companies can’t take on that expense without cutting into product, growth, or key hires.

Fractional leadership gives you the same senior expertise for a fraction of the cost.

Companies often save $200K+ per year by going fractional — enough to extend runway by 6–12 months or hire several additional team members.

It’s a way to scale to the point where a full-time executive makes sense, without forcing the hire too early.

What's your approach?

We start with an operational audit to surface what’s working and what’s blocking growth. From there, we create a roadmap tailored to your stage and goals. Whether serving the founder as CoS or the company as COO, we embed where the pressure is highest to build what’s needed to scale.

it's growth time

Smooth scaling from here on out.