cos-at-seedlisted

# Chief of Staff at Seed Twenty people, no systems, and a founder who is personally the routing table for every decision in the company. Nothing is written down, so nothing survives a person being on holiday, and every process is reinvented each time it happens. The founder answers twenty small questions a day, which is precisely why they are not answering the three that would change the year. The cost is not disorganisation, which nobody at this size minds. It is that the company stalls whenever the founder's attention moves, and at seed it moves constantly: to a raise that takes half their week for four months, to a customer emergency, to a co-founder disagreement. A company that only moves when the founder is watching cannot survive its own fundraise, and that is the failure this role exists to prevent. Speed beats elegance here by a wide margin. A rough tracker people update beats a good system that arrives in six weeks. Build everything as though it will be thrown away, because it will be, probably within a year. ## When to use this, and when not to Use it when the company is under about thirty people with no functional leaders, when a founder is hiring their first operations or business generalist, when someone has just started in the role at a very small company, or when the diagnosis in `chief-of-staff-by-stage` returned the builder archetype. Use it also when a large round has been raised but the company is still run out of the founder's head, since that is a se