Chief of Staff to the CEO

vialytics is revolutionizing how cities manage road infrastructure. 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. Founded in 2018, we have rapidly scaled across Europe and the U.
S., supporting 1000+ municipalities in 7 countries. We're now entering the next phase of growth:
* accelerating our international expansion
* taking our product to the next level
* building an organization that truly scales The opportunities ahead are significant. 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. That's exactly where you come in.

About the role
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. For the right person, this role provides a unique opportunity to operate at the center of the company's leadership and shape how we govern ourselves through Series B and beyond. You operate with the explicit mandate of the CEO. In practice, this means:
* You can challenge priorities, assumptions and decisions at the leadership-team level.
* You can bring C-level stakeholders together and drive alignment and decisions to closure.
* You can define ownership, timelines and follow-up mechanisms for C-suite commitments.
* You can hold leadership-team members accountable for commitments and agreed outcomes.
* You can elevate unresolved issues directly to the CEO when necessary.
* You can take ownership of company-wide strategic initiatives and drive them through to execution — from scoping through delivery, not just to a decision. You do not manage individual functions or replace their leaders. 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. Your focus splits roughly as follows:
* ~ 80% C-suite Alignment, Decision Orchestration and Leadership-Team Cadence
* ~ 20% Board and Investor Relations, plus select Special Projects C-Suite Alignment & Decision Orchestration (~ 80%)
* Leadership Team Cadence: Design and run the rhythm of how the C-suite meets, prepares, decides and follows up — the meetings, pre-reads, and decision logs that make the leadership team function as one team.
* C-Level Alignment & Accountability: Align the leadership team around shared priorities, surface and resolve cross-functional conflicts at the C-level before they become bottlenecks, and hold leaders accountable for the commitments they make to each other.
* Decision Velocity: 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.
* Strategy Formulation & Moderation: Design and moderate the sessions where the leadership team actually formulates strategy — framing the right questions, structuring the debate, and driving it to a decision — rather than just facilitating logistics around a strategy someone else already wrote.
* Strategic Clarity: Help translate company strategy into priorities the leadership team is genuinely aligned behind, before those priorities are handed to the functions that will execute and cascade them. Board & Investor Relations, Special Projects (~20%)
* Board Preparation & Narrative: Own the board meeting agenda, narrative and pre-reads, and ensure the leadership team is aligned and prepared before every board interaction.
* Investor Relations Support: Support the CEO in investor c