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