Chief of Staff to VP Engineering

Requirements

• You own things end-to-end. You don't wait for the next instruction. You research, draft, execute, follow up, and improve
• You learn fast in unfamiliar territory. You don't need to know what AWS Outposts is on day one, but you can research it, write a clear briefing, and prep the meeting within days
• You switch contexts without losing quality. Monday you're drafting talking points for a partner meeting, Wednesday you're chasing 10 team leads for content, Friday you're building a staffing dashboard
• You communicate clearly. You improve everything you write, and people trust you to represent Alan's perspective
• You're a natural teacher. You've helped people adopt new tools or ways of working, and you get energy from watching others level up
• Low ego, high agency. You ask for direction, not permission
• At least one meaningful experience in operations, consulting, project management, or an associate role
• Native-level fluency in French and English
• Proven ability to use and teach AI tools-you don't just use ChatGPT or Claude, you help others unlock their potential with them
• Track record of owning projects end-to-end
• After reading this job description, if you feel like you don’t have all the necessary prerequisites but that it matches where you are now or what you'd like to grow into in your next position, we encourage you to apply!

What the job involves

• Technology is Alan's core engine. Every product, every country launch, every member interaction runs on what our 150+ engineers build across several countries
• We move fast, with a lot of ownership, and are proud to tackle big problems. But as we scale we need someone to work directly with our VP Engineering and tech‑leadership on the operational and strategic layer that makes this all possible
• Some weeks you're in a room with AWS negotiating cloud infrastructure for a new country. Other weeks you're coordinating a GenAI Circle lunch or running a 150-person offsite. The common thread: you own things end-to-end, and your work directly shapes how engineering operates at Alan
• Strategic projects & partnerships — 40%
• High-impact initiatives owned end-to-end alongside the VP Engineering and tech‑leadership group
• Outcomes:
• Country expansions are researched, coordinated with partners and GMs, and delivered on schedule
• Strategic vendor relationships (AWS, Anthropic) are well‑prepared
• Alan's tech brand grows externally — through the blog, the GenAI Circle, podcast episodes, and whatever comes next. Engineers want to join; companies want to partner
• Strategic projects (AI training program, tech due diligence) have a single owner who drives them from brief to delivery
• Community operations — 40%
• 150 engineers across 4 countries (soon more) need rhythm, connection, and well‑run processes. You own that
• Community events keep improving — better feedback, smoother execution, lower cost each time
• Staffing moves and coaching reshuffles have a single owner from announcement to completion
• Engineering reporting (MBR inputs, budget, vendor coordination with Finance) becomes self‑serve for tech‑leadership
• Building & productivity — 20%
• Accelerate AI adoption across the engineering community to multiply engineering productivity. Build tools, create playbooks, and teach engineers how to integrate AI into their daily workflows. What takes hours today takes minutes tomorrow
• Engineering productivity improves measurably — you're the person who makes that happen, not just tracks it
• Operational work shrinks over time as you build tooling to replace manual processes
• You ship internal tools the community actually uses
• What you'll gain
• Deep understanding of how a 150+-person, 4-country engineering organization actually works — strategy, operations, people, vendors, budget
• Relationships across engineering, product, finance, and external partners
• A portfolio of shipped projects — events, tools, dashboards, content — that you built and owned
• Personal coaching from day one and weekly check‑ins with the VP Engineering and the tech‑leadership group