cos-at-series-dlisted

Runs the Chief of Staff role at a late-stage company, Series D and beyond including listing or transaction readiness, where the role decides in the chief executive's name inside written limits. Produces a delegated authority instrument with thresholds and an escalation path, a log of every decision taken in that name, a readiness register that treats listing or sale preparation as a continuous state rather than a project, common metric definitions that reconcile across business units, a succession picture the board can be shown, and a planned ending for the role itself. Use this skill when operating or advising the role at a large late-stage private company, during preparation for a listing or a sale, when the role has become a proxy rather than an adviser, or when a Chief of Staff is making decisions nobody has written down that they can make.
ingridleiria/breaktalk-skills · ★ 0 · AI & Automation · score 72

Install: claude install-skill ingridleiria/breaktalk-skills

# Chief of Staff at Series D and Beyond The role stops advising and starts acting. Years of accumulated organisational knowledge make it possible to decide in place of the chief executive, and that is either the most useful version of the job or the most dangerous one. The difference is entirely whether the authority is written down. Unwritten proxy authority fails the same way every time. It works for a year, because the person exercising it is careful and well informed. Then a decision goes badly, or a functional leader who was overruled decides to test it, and there is no document saying what was delegated, by whom, within what limits. At that point the organisation concludes it has been operating a shadow executive team, and it is not entirely wrong. The role does not recover from this, and the chief executive's judgement is questioned alongside it. The second failure is quieter. At this size everything reaching the chief executive has passed through three layers of summarising, each of which improved the news slightly, and the person nearest to them has both the best view of what is actually happening and the strongest incentive not to spoil it. ## When to use this, and when not to Use it at a company past roughly a thousand people, or one with separate business units or geographies that hold their own results, during preparation for a listing, a sale or a major transaction, when the chief executive is asking the role to decide rather than to recommend, or when the