Chief of Staff & VP Operations

Bellkurve•New York City, NY

22d•Onsite

About The Position

We are a high-performing venture and growth investment firm looking for an exceptional operator to build and own the operational infrastructure behind the firm. This is not a traditional Chief of Staff role, nor is it a role for someone who wants to operate exclusively at the strategic level. It is a build role for someone who sees what needs to happen, creates the system to make it happen, and then owns the outcome. As the firm has grown, many of the responsibilities that keep the organization running at an exceptional level have remained distributed across senior members of the team. This person will consolidate that ownership—taking responsibility for the operating systems, technology, team processes, investment workflows, office experience, and special projects that allow the rest of the firm to stay focused on investing, founders, and relationships. You'll work closely with the firm's senior leadership and investment team, with significant autonomy over how the firm operates day to day and how it builds for its next stage of growth. The right person combines exceptional judgment, unusually high ownership, operational rigor, and strong taste. You'll need to be equally comfortable making a recommendation to senior leadership, holding an investment team accountable to a deadline, evaluating an IT provider, improving a presentation before it goes to an external audience, or building an entirely new operating process from scratch. The goal is simple: make the firm operate better because you're here.

Requirements

You are an operator and builder, not simply a coordinator.
You've worked in an environment where the infrastructure wasn't finished and can point to systems, processes, experiences, or functions that exist because you built them.
Your experience comes from a lean, high-performing organization where operators are expected to own broadly rather than remain inside a narrow function.
Relevant backgrounds may include: A small or boutique venture capital, growth equity, private equity, or investment firm; A family office or similarly high-trust environment supporting principals and investments; A boutique professional-services firm where the quality of the client or external experience matters; A founder-led or high-growth company where you were responsible for building the operational infrastructure as the organization scaled; A Chief of Staff, Head/VP of Operations, Business Operations, Strategic Operations, or similarly broad operating role where you were trusted with significant cross-functional ownership.
Regardless of title or industry, you have demonstrated experience owning multiple parts of the operating environment simultaneously.
That should include meaningful exposure across several of the following: technology and vendors, people operations, recruiting, office/facilities, executive operations, team cadences, events, external communications, or investment/business workflows.
You have experience creating executive leverage.
Senior leaders have trusted you with important work and, over time, stopped needing to personally manage areas of the business because you owned them.
You demonstrate exceptional judgment.
You understand what you can decide independently, what requires leadership input, and what simply isn't important enough to consume executive attention.
When you escalate, you bring context and a recommendation.
You have high agency and ownership.
When you see something that needs to happen, your instinct is to take responsibility for getting it done.
You don't require a fully defined mandate or constant direction to make progress.
You have high standards and strong taste.
You understand that operational excellence isn't only about efficiency.
You notice the details that shape how candidates, employees, founders, investors, and other stakeholders experience an organization—and you've demonstrated the ability to elevate those experiences.
You have the range to move between altitude and execution.
You're as comfortable helping leadership think through an important firm initiative as you are personally working through a technology implementation, recruiting process, vendor problem, presentation, office project, or event.
You're low ego and outcome-oriented.
You don't distinguish between glamorous and unglamorous work when the outcome matters, and you're willing to execute personally before deciding something requires additional resources.
You're technologically curious and AI-native, actively using technology, automation, and AI to increase your own leverage and improve the systems around you.
Most importantly, you finish things.
People give you important, ambiguous work because they know you will figure it out, keep the right people informed, and carry it through to an exceptional result.
This role is likely not the right fit if your experience has primarily been within established functions where the systems, teams, and operating infrastructure were already in place.
We're looking for someone who has personally built, improved, and owned the operating layer of an organization—not simply managed it.

Responsibilities

Own the technology and operational infrastructure of the firm, including the relationship with external IT providers, cybersecurity training and testing, disaster recovery processes, hardware standards, and technology projects.
Evaluate how the firm's systems are being used, identify gaps, and lead improvements as needs evolve.
Partner with engineers and external providers on internal platforms and data tools, helping ensure both the functionality and presentation meet the firm's standards.
Own the operational layer of the employee experience, from hiring through onboarding, development, and offboarding.
Run future hiring processes end to end: select and manage recruiting partners, conduct initial interviews, establish timelines, design interview processes, and keep candidates and internal stakeholders moving.
Manage existing performance-review processes and external training requirements, and help leadership establish stronger communication rhythms, including quarterly all-hands meetings.
Own team off-sites from concept through execution—combining flawless logistics with thoughtful programming and strategy sessions developed alongside firm leadership.
Create an intentional experience around how people encounter the firm.
Own office strategy and significant facilities projects.
If the firm opens or relocates an office, you'll lead the process from identifying locations and negotiating leases through design and launch.
Develop a consistent office and hospitality experience for founders, investors, candidates, advisors, and other visitors.
Build and run the operating systems that make the investment team more effective.
Manage Investment Committee meeting workflows and follow-through based on leadership direction.
Own quarterly portfolio-company KPI collection and tracking, and create accountability around recurring investment-team initiatives.
Run the firm's research calendar and help turn investment insights into high-quality external programming.
Quarterback initiatives such as research presentations and webinar series—setting timelines, coordinating participants and guests, managing logistics, driving preparation, ensuring compliance review, and making sure the final product meets the firm's standard before it reaches an external audience.
Help build the operational infrastructure behind the firm's relationships with its broader ecosystem.
Own processes around founder feedback/NPS and founder events, help manage strategic network relationships, and ensure important external initiatives don't disappear because everyone else is focused on investing.
Partner with external communications resources and internal leadership on the firm's website and social presence, ensuring information stays current and helping coordinate what the firm communicates and when.
Become a trusted set of executing hands for senior leadership.
Take an objective, determine what needs to happen, involve the right people, make decisions within your scope, surface issues when necessary, and carry the work through to completion.
Over time, success should mean senior leaders are spending materially less time thinking about the operational work of running the firm—not because it became less important, but because you trust you to own it.