layiq

/la·yiq/adjective

worthy; deserving; fitting; suitable.

A role, opportunity, or path that merits attention, time, and pursuit.

LAYIQ - Director, Chief of Staff at Malbon

Partner with the CEO on Strategy and Execution
Serve as a thought partner to the CEO: pressure-test thinking, surface what's being missed, and bring a recommendation to open questions
Own and actively manage the CEO's priorities, deciding what gets attention, what gets delegated, and what gets dropped, and protect focus against lower-value demands
Act as the CEO's proxy with function and channel leads, carrying decisions and priorities forward and knowing when a question needs to go back to the CEO
Run alignment meetings across department heads, reading the room and moving a group with competing interests to a decision
Track decisions made in the Office of the CEO through to execution, holding owners accountable in a way that preserves the relationship
Own the Company's Operating Rhythm
Own the weekly leadership meeting, including agenda, pre-reads, facilitation support, and decision capture
Plan and run company all-staff meetings, from content development and run of show to speaker prep
Design and execute executive offsites, covering objectives, agenda, materials, logistics, and follow-through
Maintain the annual operating calendar so planning cycles, reviews, and company moments are sequenced rather than colliding
Run the quarterly goal-setting and review cycle: collect inputs, close gaps, consolidate into a single source of truth, and flag off-track items early
Draft internal communications on behalf of the CEO, including company updates and organizational announcements
Drive Cross-Functional Initiatives and Organizational Change
Take ownership of high-priority initiatives that span functions and lack a natural owner, driving them from kickoff to implementation
Lead organizational change efforts, including new operating processes, systems rollouts, and structural shifts, owning the plan, the communication, and the adoption
Build project scaffolding (scope, milestones, owners, and status reporting) and hold cross-functional partners to it without direct authority
Make the call on what gets deprioritized when everything is urgent, and communicate those trade-offs clearly
Escalate blockers to the CEO with a recommendation attached, not just a problem
Run post-mortems on major initiatives and turn the findings into repeatable processes
Lead Board and Investor Engagement
Own the board meeting cycle end to end, including calendar, materials timeline, content development, and quality control on the final deck
Build board materials in partnership with Finance and functional leaders, translating operating detail into a clear narrative
Produce ad hoc analyses and responses to investor and board requests, using judgment about what warrants CEO involvement
Partner day to day with operating partners, coordinating their access to the business and following through on their asks
Maintain board logistics and records, including schedules, consents, minutes coordination, and the materials archive

Director, Chief of Staff

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