Vice President, Chief of Staff

Company Description

Zayo provides mission-critical bandwidth to the world’s most impactful companies, fueling the innovations that are transforming our society. Zayo’s 141,000-mile network in North America and Europe includes extensive metro connectivity to thousands of buildings and data centers. Zayo’s communications infrastructure solutions include dark fiber, private data networks, wavelengths, Ethernet, and dedicated Internet access. Zayo serves wireless and wireline carriers, media, tech, content, finance, healthcare and other large enterprises.

The Chief of Staff serves as the CEO’s right hand, enabling focus, leverage, and effectiveness across the enterprise. This role drives CEO operating mechanisms, strengthens ELT cohesion and accountability, brings strong financial judgment to enterprise decision-making, and anticipates risks and opportunities. The Chief of Staff ensures the CEO’s leadership philosophy and Zayo’s culture are translated into consistent execution across the organization, resulting in faster decisions, stronger alignment, and improved enterprise outcomes.

This is a high-impact leadership position, not an administrative role. It is designed for a proven, high-potential executive with strong business judgment, credibility with senior leaders, and the ability to operate seamlessly across strategy, execution, and influence.

Core Responsibility Buckets

CEO Operating Mechanisms & Cadence

• Own and continuously improve the operating rhythm that enables effective leadership and execution.

• Design, run, and evolve CEO operating mechanisms (ELT, SLT, Board, enterprise forums)

• Ensure agendas, pre-reads, decisions, and follow-through are disciplined and outcome-oriented

• Own prioritization and decision frameworks across CEO forums

• Drive clarity on priorities, sequencing, ownership, and accountability

• Act as connective tissue between CEO priorities and enterprise execution

• Own design and visibility of CEO operating calendar (MS365)

• Build an integrated, forward-looking enterprise cadence (vs. manual processes)

CEO & ELT Scorecards

• Own structure, quality, and execution of CEO and ELT performance scorecards.

• Draft and maintain CEO scorecard tied to enterprise priorities

• Ensure alignment of ELT scorecards to company objectives

• Define KPIs, targets, and dashboards

• Drive monthly/quarterly performance tracking and reviews

• Identify performance gaps and ensure follow-through on corrective actions

Key areas include:

• Growth (bookings, installs, churn)

• Service excellence (MTTR, OTP, NPS)

• Operational efficiency (cost, automation, AI)

• Financial performance (MRR, EBITDA, capital)

• Value creation (M&A, integration)

• Talent and culture

CEO Stewardship & Right-Hand Support

Serve as a trusted advisor helping the CEO focus on what matters most.

• Anticipate CEO needs, risks, and decision points

• Pressure-test thinking, surface blind spots, provide candid counsel

• Support preparation for ELT, Board, investor, and external engagements

• Protect CEO time by filtering noise and elevating critical inputs

• Operate with discretion and strong judgment

ELT Effectiveness, Alignment & Accountability

Strengthen ELT as a cohesive governing body.

• Drive alignment, clarity of roles, and shared accountability

• Ensure decisions translate into execution with clear owners

• Surface and resolve breakdowns in ownership or collaboration

• Reinforce leadership norms and decision quality

SLT Leadership & Enterprise Translation

Extend CEO intent across the next leadership layer.

• Represent CEO in SLT forums as needed

• Translate strategy into actionable priorities

• Ensure consistent messaging and interpretation across the organization

• Support leadership development and alignment

Enterprise Signal, Risk & External Perspective

Help the CEO see around corners and make better trade-offs.

• Monitor enterprise risks, execution gaps, and talent implications

• Bring external market, industry, and peer insights

• Advise on sequencing of initiatives based on readiness

• Connect decisions to financial outcomes, capital allocation, and value creation

Business Outc