Executive Assistant to the CEO

Requirements:

• 4+ years as an Executive Assistant supporting senior leaders, including at least one Founder or CEO
• Proven judgement on what reaches the principal and what doesn't, and the confidence to act on it
• Excellent written communicator: clear, concise, on-message
• Fluent in Google Workspace, Slack and Notion (or a fast learner)
• UK-based and able to attend occasional in-person time at our London office (typically once or twice a month)
• Comfortable working part-time hours spread across 4–5 days rather than condensed into 2–3 full days; daily presence matters more than block hours
• Experience at a VC-backed AI, deep-tech or B2B SaaS company through a growth phase
• Track record of cleaning up a previously messy calendar, inbox or travel setup

What the job involves:

• This is a part-time role - 16 to 24 hours a week, spread across 4 or 5 days rather than condensed into two long days - mostly remote, with occasional in-person time at our London office (typically once or twice a month)
• The CEO's working week is currently fragmented. The calendar is dense, the inbox is noisy, small admin tasks pile up, and the cost of staying organised has reached the point where things are being dropped.
• You're here to fix that. The shape of her week should tilt strongly toward commercial and external work - customers, investors, partners, sector visibility - and supporting our internal team.
• This is not a junior diary-management role. We need someone with judgement, presence and the confidence to act on the CEO's behalf - chasing agendas before meetings get on the calendar, following up on commitments after they end, and protecting the CEO's time for the work only she can do.
• This role reports into our VP Operations rather than directly into the CEO. That's deliberate: our VP Ops owns the operational rhythm of the company, can unblock you quickly day-to-day, and is involved in real-time decisions about where the CEO's time should go.
• The CEO is your primary customer - success is measured by how her working week looks and feels - but your day-to-day working relationship sits with the VP Ops.
• You'll work closely with the rest of our leadership team; Finance, Legal, and the wider exec, as their meetings, asks and priorities pass through you whenever they involve the CEO.
• They are your collaborators, not your customers: your job is to manage their access to the CEO's time, not to support them as principals.
• You may also provide light scheduling support to the VP Ops directly; particularly when coordinating exec team time across multiple calendars, for leadership offsites, strategy days and other moments where pulling the full leadership team together matters.
• Free our CEO to focus on the work only she can do - by owning the calendar, inbox, follow-throughs and small admin that currently get in the way.
• The CEO's time is weighted toward top-impact work. The shape of her week tilts visibly toward commercial/external activity (customers, investors, partners, sector visibility) and supporting our internal team. Anything that doesn't serve those priorities is declined, delegated, batched, or reshaped, on her behalf.
• Daily structure is owned, end-to-end. A clear, prioritised short list runs every day on the CEO's behalf. Small tasks don't pile up; they're handled, batched, or queued for a clearly-scheduled moment. Nothing gets dropped because it felt too small to think about.
• Inbox is managed, not just present. Inbox triaged daily: clean, categorised, with the noise stripped out. CC'd emails handled without CEO involvement where possible; coordinated handoffs to team members rather than forwards. The CEO opens her inbox to signal, not noise.
• Calendar is designed around energy and outcome. High and low intensity meetings spaced sensibly; focus and recovery blocks protected. Travel and route time built in explicitly (door-to-door blocks, map planning), no “teleport between meetings” assumptions. Recurring meetings reviewed periodically and reshaped or removed if they've outlived their purpose. Every meeting earns its place.
• Any inbound request for the CEO's time is met with a clear ask: purpose, attendees, value, decision needed. Meetings without an agenda or clear outcome are pushed back or politely declined on the CEO's behalf.
• Follow-ups happen, consistently. Actions and commitments from the CEO's meetings are captured, tracked and chased through to completion. Nothing the CEO has said “I'll come back to you on” quietly disappears.
• Events, travel and speaking engagements run smoothly. End-to-end logistics owned: flights, accommodation, ground transport, itineraries, speaker briefings. Itineraries clear, mobile-friendly, and shared in advance. Nothing slips between confirmation and execution.
• First 45 days: Daily structure running and the CEO trusts it. Inbox triaged daily. Every meeting request for the CEO's time has a stated purpose and value before it's accepted. Travel and speaking logistics fully owned. Trust earned with the CEO and the wider leadership team.
• By 3 months: The CEO's week is visibly weighted toward commercial/external and internal team support. Follow-ups from her meetings are tracked and chased reliably. Small admin tasks no longer pile up. The CEO is comfortable handing off routine asks and trusts the gatekeeping.
• By 6 months: Indispensable. The CEO's working week feels calmer, more deliberate and more focused on top-impact work. The leadership team knows that anything involving the CEO is reliably handled.

Reports to: VP Operations. Primary support: CEO