The Chief of Staff is a senior, trusted extension of the CCMO — turning intent into coordinated action across a global organisation and helping the function move with clarity, pace and discipline. Operating with the CCMO’s delegated authority, the role drives the leadership team’s agenda forward, strengthens follow-through and protects the CCMO’s time for the decisions, relationships and interventions only she can make.
This is a force-multiplier role. The Chief of Staff acts as an integrator across Brand, Communications, Marketing and Operations — translating strategy into clear priorities, sequencing work, surfacing risks early and ensuring the right things get done well and on time. The role brings clarity to complexity, prevents lower-value discussions from crowding out the priorities that matter most, and channels the team’s energy toward the outcomes that move the needle.
As an individual contributor, the role has significant impact and influence without relying on formal people-management authority. Its success depends on the ability to shape agendas, align senior stakeholders and drive outcomes through credibility, judgement and follow-through.
The Chief of Staff is focused on strategy, leadership-team effectiveness, governance, executive engagement and cross-functional delivery.
This role is the CCMO proxy and pace-setter; the integrator of the leadership team; owner of the operating rhythm and the “are we delivering?” question.
Drive delivery on the CCMO’s behalf
- Act with delegated authority in forums and decision making where the CCMO cannot be present, representing their position with credibility and judgement.
- Own the function’s delivery drumbeat — convert strategy and objectives into a tracked set of priorities, chase them to completion, and surface slippage early.
- Hold leadership-team members accountable to their commitments with authority, tact and persistence.
Cut through the noise and protect focus
- Filter, prioritise and sequence the flow of issues reaching the CCMO; resolve or redirect what does not need her, escalate what does.
- Bring discipline to debates — frame the decision, surface the trade-offs, drive to a clear outcome, and prevent recurring or low-value topics from consuming leadership time.
- Navigate strong and competing perspectives so that decisions are guided by substance, evidence and strategic value.
Run the leadership operating system
- Design and run the leadership-team cadence: meeting rhythms, agendas, decision logs, follow-through and accountability.
- Own GMC governance and ensure alignment across the organisation on strategy, priorities and mode of operation.
- Improve the quality and speed of decision-making by ensuring discussions are well-framed, options are clear, trade-offs are explicit, and owners and next steps are agreed.
Strategy and special projects
- Lead the strategic planning cycle and own execution of the CCMO’s highest-priority, often confidential, cross-organisational initiatives — including organisational design, transformation and change.
- Provide sharp strategic counsel, analysis and recommendations to inform the CCMO’s decisions.
- Help shape the function’s AI and digitalisation agenda, identifying practical opportunities to use new tools and ways of working to improve impact, speed and effectiveness across GMC.
- Act as a trusted sensing mechanism for the CCMO — identifying emerging issues, misalignment, risks and opportunities across the function before they escalate.
Executive engagement and alignment
- Prepare the CCMO for, and support her in, internal and external executive engagements.
- Shape briefing materials, narratives and decision points for the CCMO’s most important internal forums, ensuring she is prepared with clear options, recommendations and stakeholder context.
- Act as the CCMO’s primary liaison with the CEO Office and with Business Group / Corporate Function Chiefs of Staff and senior leaders to keep GMC aligned to the wider company agenda.
Energise the organisation
- Keep momentum and morale high — model the pace and standards expected, and reinforce a culture of delivery, clarity and accountability across the team.
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Partner with GMC Executive Communications and People Partner to keep the organisation aligned and motivated on the priorities that matter.
- Progressive experience of senior strategic or chief-of-staff-type roles supporting C-level executives, ideally in a global tech or comparable matrixed environment.
- A track record of driving delivery at scale — taking complex, cross-functional agendas from intent to outcome, on time.
- Proven experience leading organisations through significant change, transformation or rapid growth.
- Exceptional judgement and the maturity to act with delegated authority and represent a senior leader credibly.
- Outstanding prioritisation — able to cut through ambiguity and noise to the few things that matter, and keep others focused there too.
- Strong strategic thinking paired with sharp analytical and problem-solving skills.
- Strong business judgement and curiosity, with the ability to connect functional priorities to wider company strategy, reputation, customer impact and commercial outcomes.
- Excellent communication, facilitation and executive-presence skills; able to influence and hold peers and senior leaders to account without direct authority.
- Strong verbal & written communication skills, with the ability to distil complex issues into crisp executive-ready materials, recommendations and decision points.
- High emotional intelligence and political savvy to navigate complex relationships and strong personalities.
- The highest ethical standards and absolute discretion with confidential information.
- Pace, resilience and flexibility to thrive in a fast-moving, virtual, global environment.
- Experience in marketing, communications or a related function would be an advantage.
- A pace-setter: brings energy into the room, raises the metabolism of the team, and creates momentum rather than waiting for it.
- A finisher: disciplined about closure and follow-through; uncomfortable with ambiguity that prevents progress.
- A noise-canceller: calm, clear and decisive amid competing voices; keeps the team honest about what is important.
- A trusted confidant: discreet, low-ego, and secure enough to challenge the CCMO privately and champion their decisions publicly.
- An influencer: earns authority through credibility and relationships, respected across a demanding leadership team.