Chief of Staff

Do you get a genuine kick out of being the person who closes the loop — the one chasing the thing down while everyone else is still discussing it? Can you walk into a room on someone else's behalf and have people deal with you as the decision-maker's proxy, not their messenger? And can you handle a job where one hour is a partner conversation and the next is making sure a vendor contract actually gets signed?

Then, our Chief of Staff role here at CUBE84 may interest you.

In this gig,

1. You run point across the business, not a single function
Your remit spans CUBE84 and District360 — two businesses, two sets of partners, two sets of priorities, and plenty of things quietly slipping in both. You hold all of it in your head so the CEO doesn't have to, and you know at any given moment which thing is on fire and which one just needs a nudge.

2. You're his proxy, not his note-taker
You'll be in rooms with partners, leadership, and clients. Often you're there with him. Just as often you're there instead of him, and people deal with you as though you speak for him, because you do. This only works if people accept you. Earning that in the first sixty days is the job.

3. You keep him organized, and you're slightly annoying about it
You're the one telling him what he committed to, who's waiting on him, and what has to happen this week. Not politely suggesting it — telling him. Some days he won't love hearing it. You do it anyway, because the alternative is a CEO reacting to whoever called last.

4. You take the handoff and finish the thing
He's needed for the conversation that opens a decision. He's not needed for the forty steps after it. Once something is agreed in the room, you're the one running the paperwork, working the counterpart, and closing it out — and he hears about it when it's done, not while it's dragging.

5. You're the connective tissue between the US and India
Our teams span the US and India, and most of our people are remote. You'll be working with BU leaders, finance, HR, and delivery to turn what the CEO wants into what's actually moving. You know when to escalate, when to smooth it over, and when to just get it unstuck yourself.

6. Not all of it is glamorous, and you don't flinch
Some weeks are strategy. Some weeks are operational problems, vendor chasing, and paperwork. You don't triage work by whether it's beneath you — you triage it by whether it matters, and you route the rest to the right person without dropping it.

7. You use AI as a force multiplier
You don't need to be technical, but you need real appetite here. A Chief of Staff covering this much ground without AI in the workflow is a Chief of Staff covering half of it. We'll train you — we won't supply the curiosity.

It'll be awesome if you...

• Have 4–8 years of experience, including at least 2 in a Chief of Staff, Founder's Office, business operations, consulting, or program management seat with real ownership (this one's non-negotiable — we need someone who's driven outcomes, not coordinated calendars)

• Have worked directly alongside a founder, CEO, or senior leader and been trusted to speak on their behalf externally

• Move fast. Not busy — fast. If something lands on you Monday, it's moving by Tuesday, not sitting in a plan

• Are based in Chennai and can be in person with the CEO regularly, including travel across the business

• Can pick up a messy, half-defined problem with no owner and come back with a recommendation, not a summary

• Have handled at least one genuinely uncomfortable conversation — pushing back on someone senior, holding someone accountable, or delivering news nobody wanted

More awesome, if you have

• Experience in IT services, consulting, or a multi-business promoter setup

• Comfort with basic financial literacy — reading a P&L, understanding margins, tracking profitability

• Exposure to working with US-based stakeholders or clients

• A track record of building or fixing an internal process from scratch

A note on how we'll know it's working: this role reveals itself fast. Inside two months, you'll either have made yourself indispensable — organized, trusted, and accepted by the people around the CEO — or you won't have. We'd rather tell you that upfront than pretend it's a slow burn.