The role

We're ~40 people scaling to ~100 by year end. Chris (CEO) is running sales, product, and the company at the same time. That doesn't scale.

Right now, too many cross-functional priorities live in Chris's head. Initiatives get started and stall. Owners aren't always clear. Follow-through is inconsistent not because the team isn't good, but because no one's job is to make sure things land.

As Chief of Staff, you're the connective tissue between Chris's priorities and the org's execution. You run the operating system that keeps a fast-growing company from losing things in the gaps.

This is a high-trust, high-visibility role. You'll have more context on what matters and why than almost anyone at the company.

What you'll work on

• Launching special projects end to end: scoping, staffing, tracking, and closing them out
• Owning staffing and pod allocation across services teams
• Building capacity, utilization, and performance visibility for fund accounting and services
• Turning founder priorities into owners, deadlines, and execution plans
• Running follow-through on cross-functional initiatives across product, recruiting, finance, and ops
• Resolving operational loose ends before they escalate to Chris
• Owning launch readiness and outstanding-item tracking across the business
• Driving and owning the company financial model
• Building and maintaining the internal operating system: dashboards, trackers, and live priority views
• Creating accountability loops for directors and functional owners

What we're looking for

The ideal background is an ex-founder, a chief of staff at a hypergrowth company, or an ex-investment banker who wants to operate rather than advise.

Need:

• Ability to context-switch across finance, ops, product, and people without losing the thread on any of them
• Strong financial modeling skills: you can build and own a model, not just read one
• High ownership: if something is at risk of falling through the cracks, you catch it before it does
• Comfort operating with incomplete information and tight timelines
• Instinct for when to escalate and when to just handle it

Nice to have:

• Familiarity with private markets, fund administration, or financial services
• Experience building internal operating infrastructure from scratch
• Prior exposure to a Series A or B company scaling through a growth inflection

This isn't the right fit if

• You want a well-defined job description that doesn't change week to week
• You need explicit direction to know what the highest priority is
• You're more comfortable analyzing problems than owning the resolution
• You want a 12-month ramp before carrying real responsibility

Why now

The next 12 months determine whether Hanover Park scales cleanly or under strain. The person in this seat will have more visibility into how the company runs than almost anyone outside the founding team. What you build here becomes the operating infrastructure for a company that will be managing more capital than most banks.

If that sounds like your kind of problem, let's talk.