Pixi was created in 1999 and launched in our Flagship Boutique in Soho, London. Pixi has a loyal worldwide following thanks to its pure, awakening & skin‑loving products that create a naturally radiant ‘just had a good night sleep’ look. Passionate about skincare, Petra creates innovative formulations that are infused with botanicals and beneficial ingredients. Petra has a real‑world experience as a busy working mother of four; therefore, Pixi is truly about multi‑tasking, flaw‑fixing youth – enhancing products for people on the go. Pixi’s mission is the same now as it was on the first day the Pixi boutique opened; to simply bring out the best in everyone – to make everyone look like themselves, only better! Flawless in few fuss‑free minutes – that is what Pixi is about! Role's Mission Increase the CEO’s effectiveness and the company’s execution velocity by owning the leadership operating cadence, driving cross‑functional initiatives and ensuring decisions translate into measurable outcomes. Key Responsibilities

Own executive operating rhythm: agendas, pre‑reads, actions, accountability tracking. Partner with CEO to define annual/quarterly priorities and translate into OKRs and scorecards. Lead cross‑functional, high‑priority initiatives from scoping through delivery. Create decision clarity: write problem statements, options, tradeoffs, recommendations. Maintain “single source of truth” on strategic initiatives: roadmap, risks, dependencies. Prepare CEO for key meetings; draft comms for board/investors/leadership as needed. Identify operational friction and implement process improvements. Establish escalation mechanisms and ensure rapid resolution of blockers.

Success Metrics

On‑time delivery rate of top initiatives; reduction in “stalled” cross‑functional work. Improved meeting quality: fewer recurring issues, clearer decisions, faster cycle times. Visibility: accurate dashboards, predictable reporting, fewer surprises. CEO leverage: measurable reduction in CEO time spent on coordination/chasing.

Required Qualifications

3–5+ years in operating, consulting, banking, strategy, or high‑growth leadership roles (range depends on company stage). Demonstrated ownership of cross‑functional programs with measurable outcomes. Strong structured thinking, financial literacy, and data‑driven decisioning. Exceptional written communication (memos, briefs, narratives). High EQ and credibility with senior leaders; can influence without authority. Discretion and integrity with confidential information.

Preferred Qualifications

Experience in the company’s industry and/or scaling a private business. Experience with operating cadences (OKRs, MBR/QBR), KPI dashboards. Prior Chief of Staff (CoS), GM, Strategy & Ops, or Program Leadership experience.

Operating Style Expectations

Bias to action; comfortable with ambiguity. Low ego, high standards. Can switch between “big picture” and “in the weeds” quickly. Willing to be accountable, not just advisory.

CoS Core Responsibilities

CEO “operating system” Run the executive meeting cadence (weekly exec, monthly business review, quarterly planning). Build/maintain the CEO’s priorities, OKRs, and performance dashboard. Ensure decisions get made (clear owners, deadlines, escalation paths). Turn strategy into a sequenced execution plan. Cross‑functional execution and unblock. Drive alignment across leaders when work spans multiple functions. Identify bottlenecks early; surface tradeoffs and force resolution. Follow‑through: ensure commitments are delivered, not just discussed. Communications and stakeholder management. Draft CEO updates: board/investor memos, leadership narratives, critical internal comms. Prepare briefing docs for key meetings. Ensure messaging consistency across leadership. Special projects and “keep the trains running”. Handle urgent, ambiguous problems with incomplete data. Create structure where none exists: timelines, RACI, risk logs, decision records.

Common CoS Archetypes

Execution CoS (Operator): owns key initiatives + drives cadence (most common in private companies). Strategy CoS: analysis, market work, narrative, board materials (more common near fundraising/M&A). Transformation CoS: process redesign, metrics, systems, cost/margin programs. People/Org CoS: org design, performance management, leadership operating model.

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