# Chief of Staff to the CEO > AirHelp · Barcelona, Spain · Full-time · Posted 2026-09-29 **Workplace:** on_site **Department:** Management ## Description We are hiring a **Chief of Staff** to partner directly with our CEO and executive leadership team to drive our next phase of growth. In this role, you will own the organizational operating cadence, ensuring rapid decision-making, seamless execution, and driving cross-functional initiatives that span across the enterprise. We operate two distinct business lines - B2C online and B2B for mid-to-large organizations - powered by a shared technology, product, and operational core.  This is a high-impact opportunity offering exceptional early exposure to running a global, multi-product, multi-business organization. You will lead the operational engine that translates executive decisions into action, streamline rapid decision-making, and take ownership of critical cross-company strategic initiatives that require high-level alignment. This is an office-based position (4 days/week in the office) in Barcelona. ### What you'll drive: - Own the company's operating cadence — the planning calendar, executive meeting architecture, business review structure, and decision log — and have the judgment to kill meetings and reports that no longer earn their place. - Maintain a single, honest view of every material cross-company project: status, owner, risk, and dependency, owning intake, sequencing, escalation, and closure. - Take direct, end-to-end ownership of programmes with no natural functional home — typically compliance and regulatory, entity and restructuring, organisational change, or systems and infrastructure - Run the board, QBR, and investor meeting process end to end: agendas, pack coordination, quality bar, and tracking every action to closure — including making sure bad news surfaces prominently rather than getting buried in an appendix - Prepare every major decision for the CEO: framing the options, assembling the evidence, surfacing dissent before the decision rather than after it - Recommend where the CEO's time is best spent against the company's actual priorities ### What you'll deliver in your first 12 months: - Build a single, independently verified view of every material cross-company project, with a track record of stopping ones that would otherwise have drifted - Put the operating calendar and decision log into place and into daily use, with decision latency measurably reduced and decisions closing rather than getting endlessly revisited - Reduce executive meeting time consumed by the operating cadence with no loss in decision quality - Deliver your directly assigned programmes against scope, time, and cost - Get the board process running smoothly enough that it no longer needs the CEO's intervention to function ### How the role is measured: - Decision throughput and latency — decisions made per cycle, time-to-decision, proportion of logged decisions closed on time - Portfolio integrity — status accuracy verified independently, projects stopped rather than allowed to drift, early escalations that proved correct - Delivery of directly owned programmes against scope, time and cost - Board & Investors process — materials to deadline and to standard, board actions closed - QBR and Management cadence process - materials to deadline and to standard, actions closed - Meeting cost — executive hours consumed by the cadence, trending down while decision throughput holds or rises - Peer assessment — whether executives and BU leaders independently describe the role as removing friction rather than adding process ## Requirements - 8-12+ years of structured problem-solving and programme delivery at pace — consulting, banking, corporate development, or an operating role with genuine cross-functional scope - A track record of running complex, cross-functional programmes to completion without formal authority over the people delivering them - A specific, real story of managing upward candidly — telling a senior leader something they didn't want to hear, and what happened as a result - Commercially literate enough to follow a CFO's or CCO's argument about payback, margin, or allocation, and sharp enough to spot when it's weak - Exceptional written communication — much of what you produce are the documents that make a decision possible in the first place - A high tolerance for ambiguity, and for being the least powerful person in a room full of principals - Board-level process exposure, experience in multi-business or portfolio structures, and familiarity with travel, consumer digital, marketplace, or subscription businesses are all a strong plus — but a previous "Chief of Staff" title is explicitly not required. **Disclaimer:** This is not a deputy-CEO role — you won't carry the CEO's authority or overrule executives. It's not a gatekeeper role — the board and every executive keep direct access to the CEO. And it's not an executive assistant role — diary and travel administration live elsewhere. What it is: the person who makes sure decisions actually get made, and actually get followed through on. ### Why AirHelp: **Real Influence:** You'll sit at the center of how AirHelp actually get run — shaping the decisions, the cadence, and the priorities of the entire executive team from day one. **Autonomy:** High trust, zero politics. You'll own complex, cross-company programmes end to end, without needing formal authority to get things done. **Growth:** An agreed path forward, not a dead end — strong performers can move into line or functional leadership roles. Plus personal development plans, workshops, mentorship, and language classes. **Perks:** Private healthcare, non-service days, wellness budget, travel stipend, gym/transport subsidy, free access to AirHelp services, and more. ## Apply [Apply at AirHelp](https://apply.workable.com/airhelp/j/42280F3F66/apply) --- Powered by [Workable](https://www.workable.com)