ABOUT HUGO

Hugo is a global operations company that helps organizations solve complex operational challenges through exceptional people, disciplined execution, and continuously improving systems.

We operate across Customer Experience, AI Operations, and other operational services, supporting some of the world’s most innovative companies. While the work we perform continues to evolve alongside technology and client needs, our purpose remains consistent: to build teams capable of delivering outstanding results in environments where quality, adaptability and speed matter.

We believe that great businesses are built by capable people. Technology can increase productivity, but people bring judgment, solve problems, build trust and adapt to change. For that reason, we invest as deliberately in developing our people as we do in delivering for our clients.

We are not defined by a single service, project or technology. We are defined by our ability to identify potential, develop expertise, and deploy our people where they can create the greatest value. Our people work across different locations, business units and work models, but we remain one organization with a shared commitment to excellence, accountability, continuous learning and respect for one another.

We believe work should create value for everyone involved. Our clients should receive exceptional service. Our people should gain meaningful experience and build lasting expertise. And together, we should continue raising the standard for what a modern operations company can be.

THE ROLE

We're looking for a Chief of Staff to work directly with the CEO and senior leadership team at Hugo. You'll take on cross-functional problems that don't have a natural owner, turn leadership priorities into workstreams that actually move, and build the operating discipline a fast-scaling services business needs to keep multiple client accounts, functions, and initiatives aligned.

WHAT YOU’LL BE DOING

Cross-Functional Ownership

• Own high-priority initiatives end-to-end, from vague mandate to defined scope, owners, timelines, and delivery, across operations, people, finance, commercial, and client-facing teams.

• Step into the specific friction points of running a multi-client BPO: initiatives that stall because they cross team boundaries, decisions that get stuck waiting on the wrong person, or priorities that shift faster than teams can absorb them.

• Identify risks and dependencies early enough that leadership can act on them rather than react to them.

Leadership Operating Rhythm

• Design and run the cadence of leadership meetings, reviews, and decision tracking; with the goal of fewer, sharper meetings and clear accountability for what was decided.

• Build the systems (trackers, review structures, escalation paths) that let leadership see where things stand without having to ask.

• Where existing rhythms aren't working, change them; this role has license to redesign, not just administer.

Executive Partnership

• Act as a sounding board and second set of eyes for the CEO on priority calls, tradeoffs, and how initiatives are sequenced.

• Prepare executive-ready analysis and materials for high-stakes internal and external moments, board updates, client escalations, and leadership offsites.

• Represent the CEO's office in cross-functional settings with the judgment to know what needs escalation and what doesn't.

KEY REQUIREMENTS

• Experience in strategy, operations, management consulting, or a comparable high-accountability environment, with real ownership of outcomes, not just coordination of other people's work.

• A specific track record of taking a cross-functional initiative from ambiguity to delivery, ideally in a fast-growing or operationally complex business (BPO, services, consulting, etc) is a strong advantage.

• Comfort operating without a fixed playbook; this business changes shape often, and the role requires building structure rather than following an existing one.

• Judgment and discretion appropriate to sitting close to sensitive commercial, people, and leadership decisions.

• Strong written communication: this role will represent leadership thinking in writing, so clarity under pressure matters more than polish.

WHAT SUCCESS LOOKS LIKE: FIRST 120 DAYS

• At least one previously stalled cross-functional initiative has a clear owner, timeline, and visible momentum.

• Leadership meetings produce tracked decisions and follow-through, not just discussion, with a visible record of what was decided and by whom.

• You've identified and flagged at least one systemic bottleneck (a recurring point where initiatives get stuck) and proposed a fix.

• The CEO is spending measurably less time chasing status updates and more time on decisions that need their specific judgment.

EQUAL OPPORTUNITY STATEMENT

Diversity, equity and inclusion are part of our DNA. Promoting and, where possible, improving diversity, equity and inclusion are a value-based and commercial necessity. We are an equal opportunity employer and welcome applications from all qualified individuals, regardless of race, sex, gender identify, sexual orientation, neurodiversity, disability, or any other legally protected status