Chief of Staff

Vapi•San Francisco, CA

4d•$238,000 - $250,000

About The Position

Vapi is scaling fast, and the CEO's time is the company's scarcest resource. We're hiring a Chief of Staff to be a true force multiplier: someone who can take an ambiguous, high-stakes problem, run it to ground, and either solve it directly or stand up the team and process to solve it. This is not a scheduling or note-taking role. It's a role for a builder who wants to operate at the center of the company, touch every function, and grow into a broad operating leader. If you've founded something, been a founding employee, or thrived in the chaos of an early-stage company, you'll feel at home here.

Requirements

A strong business generalist with a technical bent — you don't need to write production code, but you can go deep on a technical product, conduct meetings with engineers, and reason about how the product and market fit together.
You’ve either founded a company, been a founding employee, or otherwise operated with a high degree of ownership in a fast-moving environment. (Prior "Chief of Staff" experience is not required — we care about the operating instinct, not the title.)
A fast learner who can pick up an unfamiliar domain quickly and get to competence faster than seems reasonable.
Exceptionally organized. You bring order to ambiguity, track the details, and make sure things actually get done.
Comfortable owning a broad and shifting set of responsibilities. One week strategy you’re focused on strategy, the next week operations, the next week a critical hire.
Ideally, some consulting, banking, or similar structured-problem-solving background. You know how to break down a messy problem and communicate crisply to executives.
High trust, high judgment, and low ego. You're happy to do the unglamorous work and to give away the wins.

Responsibilities

Embed with the CEO and the leadership team.
Learn the product deeply enough to speak credibly with customers and engineers.
Sit in on every major meeting, and build a clear map of how the company runs today: goals, metrics, open decisions, and where things are stuck.
Start owning the operating cadence (leadership meetings, agendas, follow-ups) so nothing falls through the cracks.
Take full ownership of one or two ambiguous, cross-functional problems the CEO cares about — the kind that don't have an obvious owner — and drive them to measurable outcomes.
Tighten planning and reporting: get to a crisp view of company metrics and OKRs, and make sure priorities are clear and progress is visible.
Operate as a trusted extension of the CEO.
Represent them in meetings, make and communicate decisions on their behalf.
Run key company processes (planning, board prep, all-hands, key hiring loops).
Identify the next set of high-leverage problems and either own them or build the team to own them.