We free hostages—CEOs who have become consumed by their businesses.

Outsourcing a fractional leader allows you to build the “scaffold” or infrastructure of your office without the risk of a full-time salary immediately. It lets you test the role’s value.

The CoS acts as a strategic advisor, integrator, and impact amplifier for the executive (typically the CEO). Responsibilities include prioritizing initiatives, managing cross-functional projects, facilitating leadership meetings, filtering communications, and ensuring organizational alignment. 

1. A CoS focuses on strategy and execution, while an EA focuses on scheduling and administrative tasks.  

1. A CoS operates as the executive’s proxy (tactical/adaptive), while a COO owns operational outcomes (P&L, teams). 

Typically to the CEO, though in large organizations other CXOs may have a chief of staff. 

1. Strategic thinking 
2. Exceptional communication & diplomacy
3. Project/program management
4. Emotional intelligence
5. Adaptability & discretion
6. Ability to navigate ambiguity 

Tech startups, government, military, large corporations (especially during transitions), nonprofits, and fast-growing companies. 

By owning the planning/execution of CEO priorities: setting timelines, removing roadblocks, aligning resources, putting systems in place, and reporting progress. 

There are situations when the CoS will run meetings in place of the CEO. In cases when the CEO is running meetings, the CoS will design agendas, pre-align  stakeholders, capture decisions/actions, and ensure follow-through. They often act as a facilitator or “synthesizer.” 

Identifying process bottlenecks, streamlining communication flows (e.g., replacing meetings with async updates), building talent strategies, and coaching teams on prioritization. 

It depends: Smaller, fast growth companies typically begin with a fractional CoS to determine what they need before moving to a full-time CoS; some use it as a shorter leadership accelerator; others build long-term “right-hand” partnerships. 

Culture-fit with the CEO, ability to navigate politics, bias toward action, and resilience under pressure. Past exposure to high-stakes environments is a plus. 

When you’re: 

1. Spending >/=25% of your time on low-value tasks (scheduling, follow-ups, admin).
2. Struggling to align leadership teams or execute top priorities.
3. Scaling rapidly (startups) or navigating complex changes (mergers, acquisitions, reorganizations).
4. Feeling bottlenecked in decision-making or communication flows. 

1. Time recovery: Free on average  50% of time weekly for strategic work.
2. Faster execution: Drive key initiatives with dedicated oversight.
3. Improved alignment: Resolve cross-functional friction and silos.
4. Risk mitigation: Flag cultural/operational issues early.
5. Communication: Improved productivity and culture. 

1. EA: Manages your calendar/logistics; CoS manages your agenda/priorities.
2. COO: Owns operations/P&L; CoS owns your effectiveness & strategic flow.
3. Strategy VP: Delivers analysis; CoS ensures implementation. 

1. Your priorities: Track progress and remove roadblocks.
2. Leadership cadence: Design and run leadership meetings & offsites.
3. Communication: Draft critical messages (investors/board/organization).
4. Special projects: Lead high-impact cross-functional initiatives.
5. Talent Strategy: In some cases, the CoS will operate as the chief talent officer. 

No, as long as you: 

1. Clarify the CoS role as an integrator (not a decision-maker).
2. Position them as a resource to your team (e.g., “They help us all win”).
3. Encourage collaboration (e.g., CoS + department heads co-own projects). 

1. Publicly delegate the CoS: “Alex speaks for me on X, Y, Z.” 
2. Private veto rights: Allow them to filter 80% of requests before they reach you. 
3. Regular syncs: 15-min daily check-ins + weekly deep dives.