Chief of Staff

OpenFX is on a mission to move money as freely as data, unrestricted by time zones, banking hours, or legacy systems. We are

building the infrastructure that will power the next generation of cross-border payment systems for institutions. Our stellar team

brings experience at companies such as J.P. Morgan, Goldman Sachs, FalconX, PayPal, Affirm, Kraken, Nium and others. We are backed

by Accel, Lightspeed, NfX, and other top-tier investors.

OpenFX is roughly 180 people across Dubai, Bangalore, London, Amsterdam, and Miami, heading toward 300 inside twelve months, and

scaling from $8B toward $20B+ in monthly TPV. The business works and the strategy is clear. We are now in the phase where the

constraint stops being what we decide and starts being how reliably we execute what we have already decided.

That is the phase this seat exists to solve. As Chief of Staff you are the force multiplier for everything internal: you own the

executive operating system, the integrity of how the company plans and prioritizes, the signal the CEO sees, and whether decisions

made at the top actually close.

One part of the seat is unusually technical. OpenFX is an engineering-heavy company moving from a single product to a

multi-product company against permanently constrained engineering capacity, and the cost of that transition currently shows up as

a coordination tax: conflicting priorities, unclear timelines, and prioritization decisions that get made late or informally. That

requires enough product and engineering depth to hold Product, Design, and Engineering to a real prioritization discipline, and to

know when an answer you are being given does not hold up.

• Own the executive operating system end to end: leadership syncs, the strategic deep-dive calendar, the executive offsites, the

bi-annual planning cycles. You maintain the single source of truth for every leadership commitment, and when something is late

you say so directly to the executive who owns it. This cadence surfaces problems by design, so you are equally accountable for

it surfacing wins.

• Detect cross-functional misalignment early. When two leaders form opposite positions, you find it in week one rather than week

five. Your first move is not to mediate: you route the two leaders to each other with a 48-hour deadline and a required output.

You broker only what direct resolution has genuinely failed to close, and you force into the room only what brokering cannot.

Success is measured by the share of conflicts resolved without you, rising over time.

• Hold every function to a single prioritization discipline and enforce adherence to it. Drive the company-wide capacity

allocation and roadmap forum: one resource model per function agreed by the people who own the work, one prioritized

cross-functional list, and a written record of every tradeoff naming what was declined and at what cost. Product owns what to

build and Engineering owns feasibility. You own whether the decision gets made explicitly, on a date, by the right people, and

whether it holds. Twelve months in, every function should be visibly better at this discipline than it is today.

• Interrogate rather than relay. When a capacity estimate or a timeline does not hold up, you are expected to have the depth to

know it and the standing to say so before it becomes a commitment.

• Own the architecture of how the company plans and reviews itself: the quarterly planning cycle, OKR integrity from company

level down to sub-function, and the standard every review is held to. BizOps owns the metrics layer and the analysis; you own

the forum, the tradeoffs it forces, and whether its decisions close.

• Own the signal the CEO sees. A synthesized weekly report every Friday, assembled across the RevOps, BizOps, and Product Ops

leads rather than written alone, covering hiring pipeline health, onboarding, revenue by product line, engineering delivery and

prioritization changes, partnerships, operational incidents, and cultural drift, tracked with the same rigor as revenue. Soft

stuff is hard stuff: across five offices, drift is a when, not an if, and it should reach the CEO as signal, with a

recommendation. Monthly and quarterly post-mortems on top of it.

• Go get the unfiltered version. Information reaching you has already passed through several layers of filtering, and that

filtering is not always done well. You sit in the offices, take the hallway conversations, run skip-levels, and periodically

tap the raw feed to make sure nothing important is being filtered away.

• Bring the top three things, not the thirty, and never bring a problem alone. Every observation arrives as observation,

hypothesis for why it exists, and options. Calibrated judgment about what is genuinely urgent is a core part of the job.

• Develop the internal narrative. Company-wide communications, the monthly AMA, planning and offsite content, and the direction

the organization needs to be pushed in. What gets highlighted, what gets named, and what the company is asked to care about

next quarter.

• See around the corner. OpenFX will restructure more than once on the way from 180 to 500. You name what breaks at the next

breakpoint before it breaks, tell the exec team which structures will not survive it, and identify the roles that must be in

seat nine to twelve months ahead of need. You also own risk and crisis readiness: identifying medium and long-term structural

risks and building the contingency and response protocols before they are needed rather than during.

• Take a single line of direction and return with the outcome delivered. Navigate the organization cross-functionally and close

it without status requests, check-ins, or reminders. Every handoff from the CEO carries an explicit delegation level: execute

as specified, recommend then act, or act then inform. If the level is missing, you ask once and the answer becomes the default

for that category of work.

• Return work to the people who own it. When a leader brings a problem that is theirs, you place it back with them by name and

date rather than carrying it to the CEO. Where delivering an outcome requires another function’s effort, the work sits with

that function and the outcome sits with you.

• Own the unsolved problems register. Maintain a standing, ranked list of the problems OpenFX has not cracked: the ones that have

survived multiple attempts, sit between functions, or keep resurfacing under new names. Admission to the list requires a root

cause, meaning the specific reason it has survived every previous attempt, which is almost never the problem itself but a

missing owner, a misaligned incentive, or a decision nobody wants to make. Each quarter, bring the CEO the top of the list with

a recommendation for how to solve it and how to staff it. He decides which ones become his; most should not, and routing the

rest to the function that should own them, recommendation attached, is part of the judgment. This register is also where the

consequential projects this seat takes on end to end get sourced.

• Build, operate, and transfer. Playbooks for performance review cycles, onboarding, offsite planning, and interview training get

built here, run here until they are stable, and then handed to a named permanent owner. Nothing stays in this seat

indefinitely.

• Manage the CEO's time as a portfolio. Baseline his actual allocation across the six responsibilities of the role: setting

direction, aligning the organization, mobilizing through leaders, engaging the board, connecting with stakeholders, and

managing personal effectiveness. You audit actual against intent quarterly and tell him, in writing, where the gap is and what

consumed it. The standard is his time going to things no one else can do, in ways that magnify effectiveness, without getting

mired in things that don’t make a difference.

• Act as a trusted advisor to the CEO and the leadership team, elevating a point of view on operations and management decisions,

including views nobody asked for. And tell the CEO what he needs to hear: when he has picked up work that belongs two levels

below him, when a decision already made is being staged as an open discussion, and when a people call is being slow-walked.

This seat runs the machinery of how the executive team operates. It does not replace the CEO in it, and the following stay

personally with him, permanently: executive 1:1s and the development of his leaders, final accountability conversations, vision

and direction, board engagement, and the enforcement backstop when an executive ignores the system. You design the forums, set the

agendas, and make the machinery run. He shows up as the CEO inside them. This line exists for your protection as much as his. A

Chief of Staff who sits between a CEO and his executives stops multiplying him and starts substituting for him, and the parts of

the job that got substituted are the ones that were never delegable in the first place. That is how the CoS seat fails.

• Experience operating inside a company that grew through hypergrowth at Series C+, and firsthand knowledge of what breaks there.
• A track record of holding senior people accountable without positional authority, and preserving the relationship through it.
• Evidence you have designed a mechanism from a blank page and driven adoption against real resistance, rather than running a

system someone else built.

• Willingness to manage up. You have told a CEO or a boss that they were the problem, and the working relationship survived it.
• Deep product and engineering fluency. You have run product or engineering organizations, or operated close enough to them to

hold Product, Design, and Engineering to a prioritization discipline and to pressure-test a capacity estimate rather than

accept it.

• Experience through at least two scaling reorganizations, with a specific account of what broke, what you saw coming, and what

you missed.

• The judgment to separate signal from noise, and the discipline to bring three things rather than thirty.
• Written clarity strong enough to carry the company’s most consequential internal documents and its internal narrative. This

role runs on pre-reads, decision memos, and company-wide communication.

• High tolerance for ambiguity, and short-run tolerance for being disliked.
• Speed. You operate at a pace where a week is a meaningful unit of time.
• Daily working fluency with AI tools, and the instinct to build reusable workflows rather than one-off outputs.
• The ambition to run a business unit. This is a 24 month seat by design; success means you leave it to run a function, a region,

or a product line here.

• Cross-border payments, FX, or stablecoin infrastructure background.
• Multi-geography operating experience
• Prior Chief of Staff, BizOps, Product Ops, or Strategy and Operations experience at a high-growth company.

• Competitive salary and benefits package
• Equity in a rapidly growing company
• Opportunity to make a significant impact on the global financial infrastructure
• Collaborative work culture with emphasis on personal and professional growth

We are committed to building a diverse and inclusive workplace. All qualified applicants will receive consideration for employment

without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, or veteran status.