Our AI-powered road management system, combining intelligent software with a simple smartphone, enables municipalities to detect road damage, prioritize maintenance, and make smarter infrastructure decisions. Capturing them will require exceptional alignment across the leadership team, fast and high-quality decision-making and the ability to turn executive strategy development into action.
This is not a typical Chief of Staff role. This is a high-leverage role focused on keeping the leadership team aligned and the CEO's decisions moving.
You are the person the CEO turns to when a topic requires alignment across the leadership team, a decision needs to move faster than the org would naturally move it, or the board needs a clear, well-prepared story.
You bring structure to how the C-suite works together — the cadence of how we meet, decide, and hold each other accountable — and you ensure the board sees a company that is aligned, deliberate and in control of its own trajectory.
Your success is measured by the speed and quality of C-level decision-making, and by how well-prepared and aligned the leadership team is going into every board interaction.
You operate with the explicit mandate of the CEO.
You can elevate unresolved issues directly to the CEO when necessary.
You do not own the mechanics of cascading company priorities into the organization — that ownership sits with the functional and operational leads who run those systems day to day, including the Chief of Staff to the CFO, who owns OKR cascading and performance-management infrastructure across Enabling Functions.
The Chief of Staff does not lead through hierarchy. The Chief of Staff leads through mandate, alignment and execution at the leadership-team level.




Priorities set by the Chief of Staff are to be treated with the same level of importance and urgency as if they came directly from the CEO.
You work directly with the CEO on how the leadership team operates, decides and shows up to the board.
20% Board and Investor Relations, plus select Special Projects
Build and run the operating rhythm that enables fast, high-quality decision-making at the leadership-team level — not the mechanics of pushing those decisions down into the organization, which sit with the functional owners, including the CFO CoS for Enabling Functions.
Board & Investor Relations, Special Projects (~20%)
Support the CEO in investor communications and Series B readiness, ensuring the story the board and investors hear is coherent and well-evidenced.
CEO Leverage : Take ownership of select company-wide initiatives that don't have a clear single owner, drive them to a decision or a clear next owner, and remove the CEO as a bottleneck.
Special Projects : Step into ambiguous, high-stakes, cross-functional topics at the CEO's direction — the ones that don't yet have a home — and bring enough structure to them that a clear owner and path forward emerge.
Strategic Project Execution : Own execution of company-wide strategic initiatives that cut across the leadership team and require CEO-level sponsorship — from scoping through delivery — so they land in practice, not just get agreed to in a meeting.



Execution of strategic initiatives within a single function sits with that function's leader, including the Chief of Staff to the CFO for Enabling Functions.
You translate C-suite priorities into clarity and alignment at the leadership-team level, and you drive critical leadership-team decisions to completion — with clear backing from the CEO, and without building a team of your own.
Bring 9-13 years of professional experience after completing your academic degree, including 3-5 years in a CEO-adjacent seat with real exposure to board dynamics — for example as a Chief of Staff, Founder's Associate, or Head of Strategy & Operations with board involvement.
Have hands-on experience with investor relations and board management — preparing board materials, owning a board narrative, or directly supporting fundraising and investor communications.
Have a track record leading high-impact, cross-functional special projects with no natural single owner — ambiguous, senior-stakeholder situations you were asked to bring structure to, not just a defined workstream.
Are able to create alignment, drive accountability and influence senior executives — including those more senior or more tenured than you — without relying on formal authority.
Are fluent in written and spoken English; German is a plus.
Strategy consultants with senior client exposure, ideally including board-level engagements
Head of Strategy & Operations / Biz Ops at a VC-backed scale-up, with board exposure.
Chief of Staff to a CEO at a comparable-stage company.
Ex-Founder or COO of a smaller company, if their track record shows driving through influence and handing ownership back — not accumulating it.
Adaptable working options

📌 Chief of Staff to the CEO (Madrid)
🏢 vialytics
📍 Madrid