Executive Operations: Run the CEO and President's operating cadence: leadership meeting rhythm, agendas, quarterly priorities, and decision tracking. Convert every leadership decision into an owner, a deadline, and a closed loop. Nothing decided dies in a meeting or a Slack thread. Control what reaches the CEO: filter noise, package what matters, resolve what does not require him. Prepare the CEO for high-stakes moments: leadership meetings, difficult conversations, key negotiations.
Special Projects: Take ambiguous, cross-functional problems from vague idea to shipped result, then hand them to a permanent owner and move to the next one. Own the projects that sit between departments, the ones that stall because nobody owns them today.
Analysis & Decision Support: Build the analysis before it is asked for: models, decision memos, options with a clear recommendation. Pressure-test the numbers, claims, and plans department heads bring to leadership. Nothing reaches the CEO unexamined. Monitor company KPIs across departments, spot what is drifting early, and bring it to leadership with a proposed response, not just a flag.
Communication & Representation: Draft the communications the CEO and President put their names on: company-wide announcements, leadership documents, sensitive messages. Sit in meetings on the CEO's behalf, ask the questions he would ask, spot the problems he would spot, and report back with judgment, not transcription.
You will not manage a department. The Director of Operations owns operational execution and people management. Department heads own their functions. You are the leverage layer that works across all of it, directly for the CEO and President.