cos-at-series-alisted

Runs the Chief of Staff role at a Series A company of roughly thirty to a hundred people, where the systems built at twenty are quietly failing and the first functional leaders have arrived to own work the role currently holds. Produces an ownership inventory sorted into transfer, keep and stop with dates, a handover register, a dependency ledger naming who owes what to whom, a rebuilt operating cadence, and the company's first properly reconciled planning cycle. Use this skill when operating or advising the role after a Series A, when a company has just crossed thirty or sixty people, when work keeps dying between two teams, when the previous way of working has visibly stopped fitting, or when a Chief of Staff is holding work that a newly hired leader should own.
ingridleiria/breaktalk-skills · ★ 0 · AI & Automation · score 72

Install: claude install-skill ingridleiria/breaktalk-skills

# Chief of Staff at Series A The money arrived, headcount doubled inside a year, and everything that worked at twenty people is failing quietly. The weekly meeting that used to settle everything now has fourteen people in it and settles nothing. Two teams are solving the same problem and a third is blocked on something nobody owns. The founder finds out a week late and has not yet admitted they no longer have full context. At the same time the first functional leaders are arriving, hired to own exactly the work the Chief of Staff built and still holds. This is where the role most often fails, in a specific way: by keeping things. The person is competent, the systems are theirs, handing them over is slower than doing them, and eighteen months later they own a shadow version of four functions, the leaders around them are resentful, and nobody can say what the role is for. This stage is not about building. It is about giving away most of what the role owned at seed, and rebuilding the few things that have to be rebuilt, in an order the company can absorb. ## When to use this, and when not to Use it in the twelve to eighteen months after a Series A, between roughly thirty and a hundred people, when the first functional leaders are in place or arriving, when the cadence from seed has stopped holding, or when the diagnosis in `chief-of-staff-by-stage` returned the rebuilder archetype. Use it when the complaint is that things keep falling between teams, which at this size is ne