Why Every CEO Should Consider a Chief of Staff: Lessons from Stripe and Beyond

Dr. Marvilano
Sep 9
5 min read

When Stripe, the fintech giant valued at over $50 billion, was scaling at breakneck speed, co-founder and CEO Patrick Collison had what he describes as a critical realization.

Stripe was no longer just a scrappy startup. It was expanding into dozens of countries, hiring thousands of employees, and rolling out increasingly complex financial products.

The operational intensity and external scrutiny were unlike anything Collison had faced before. He recognized: “I needed a thought partner—someone who could extend my reach, challenge my assumptions, and help the company scale without losing focus.”

That partner became Claire Hughes Johnson, a former Google executive, who joined Stripe in 2014 and soon assumed a role that looked very much like a chief of staff—even though her title was COO.

Collison drove vision and product strategy. Johnson became the force that translated that vision into a functioning, fast-growing organization—building Stripe’s operating cadence, aligning executives, and making sure critical decisions didn’t get lost in the chaos of hypergrowth.

The impact was dramatic. Under their partnership, Stripe scaled from a few hundred employees to several thousand, expanded into new markets, and secured some of the largest funding rounds in Silicon Valley history.

Johnson later reflected: “My job was to clear obstacles so Patrick could focus on the things only he could do. A CEO’s attention is the scarcest resource in any company—protecting and channeling it was my responsibility.”

Their story highlights a larger truth: a well-matched chief of staff (or someone serving in a similar capacity) doesn’t just protect a CEO’s time—they amplify their impact.

Done poorly, however, the dynamic can create bottlenecks, confusion, or even mistrust.

So, how do you build a successful CEO–chief of staff partnership?

Let’s break it down.

The Chief of Staff: More Than a Gatekeeper

The CoS role has deep roots. It emerged in the military, where Napoleon’s armies were too vast for a single commander to control. His right-hand man, Louis Alexandre-Berthier, turned vision into execution.

Later, the role entered politics, with U.S. presidents like Dwight Eisenhower relying on a CoS to streamline decision-making and act as both strategist and gatekeeper.

In business, the CoS role has exploded in popularity over the last decade, especially during the turbulence of the COVID-19 pandemic.

Today, it’s a fixture in many large organizations, helping CEOs manage growing complexity.

Christine Barton, a senior partner at BCG, puts it simply: “The context in which CEOs operate today is much less stable and more dynamic than it was even five years ago. Stakeholders are more numerous, and their expectations of CEOs have expanded significantly.”

In other words, CEOs aren’t just running companies anymore—they’re navigating global crises, digital transformations, workforce shifts, ESG pressures, and geopolitical risks.

It’s simply too much for one person to handle alone.

That’s where a CoS steps in.

Three Archetypes of a Chief of Staff

Not all CoS roles look the same. Barton suggests thinking of them in three broad categories:

The Director-Level CoS – Focuses on eliminating distractions, coordinating leadership, and keeping the CEO laser-focused on priorities.
The Strategic Advisor (VP level) – Does all of the above and acts as a sounding board and thought partner.
The Proxy (VP/SVP level) – Operates almost as an extension of the CEO, representing them in high-stakes meetings, amplifying their impact, and shaping company direction.

Modern CEOs are realizing they often piecemeal these responsibilities across different roles when, in reality, a strong CoS could integrate them in a much more efficient way.

Stripe is a case in point. While Johnson wasn’t officially called “chief of staff,” her work spanned all three archetypes—protecting Collison’s time, acting as his closest advisor, and, when needed, stepping in as his voice with employees, investors, and regulators.

Finding the Right Fit

Not every company culture embraces the CoS role. For example, US Foods, a $30B distributor, chose not to create the position because of its lean, low-margin business model.

But in organizations where the role makes sense, the benefits can be huge. As Iain Conn, former CEO of Centrica, explains: “There’s nothing worse than sitting through a two-hour meeting wondering why you’re there. With the right CoS, you can double or even triple your effectiveness simply by how your time is managed.”

The key is alignment—between the CEO’s needs, the company’s culture, and the candidate’s temperament.

Trust is non-negotiable. A CoS will often handle sensitive conversations and decisions.
Complementary strengths are essential. If both the CEO and CoS have the same blind spots, the relationship won’t add value.
Temperament matters. A great CoS must be comfortable doing critical work without public recognition.

An experienced CoS summed it up well when reflecting on their time: “A lot of times, you’re not in the picture—you’re taking the picture.”

Setting a Chief of Staff Up for Success

Even the most talented CoS will fail without clarity and support from the CEO. Here are four essentials:

Define expectations up front. Does the CEO want a challenger, a problem-solver, or a proxy? Misalignment here can create friction.
Publicly empower the CoS. The senior leadership team must hear directly from the CEO that the CoS is their proxy in certain areas.
Balance workload and sustainability. Most CoS roles are 60+ hour weeks. Boundaries help prevent burnout.
Plan for the future. The CoS role should be a springboard, not a dead end. Many chiefs of staff go on to executive leadership roles, carrying forward the CEO’s vision.

Here are the five questions every CEO should ask before hiring a CoS:

Is a CoS right for me and my company’s culture?
How can a CoS complement—not duplicate—my strengths?
Do I trust this person with sensitive information and organizational influence?
What are my expectations of the role—and theirs of me?
Am I willing to back my CoS with words and actions that set them up for success?

Final Takeaway

CEOs today face a paradox: their responsibilities are broader and more complex than ever, but their time is as limited as it’s always been.

A chief of staff isn’t just an assistant—it’s a force multiplier. Done right, the partnership gives CEOs more than just time back. It gives them the ability to focus on what really matters: leading with clarity, driving transformation, and creating lasting value.

In short: the right CoS doesn’t just make a CEO more efficient. They make them better.

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