Chief Business Officer

Location: Kirkland, WA (HQ) — Kirkland-dominant; may work from Kirkland, Palo Alto, New York City, or Aventura, with regular time at HQ, with travel to the regions as the cadence requires · Type: Full-time
Compensation: $250,000–$350,000 base salary · 25–35% target bonus · founding equity grant, 4-year vest
About Hussh
Hussh is two businesses with one mission: make information — especially private personal information — a real financial asset for the human it belongs to, with the human in control of every machine, always.
Two houses, one company. The technology house bets on AI in the biggest manner there is: Private Agent One, iMoney (production launch December 27, 2026), the puppy home supercomputer (orders open October 31, 2026), the Hussh Shops, and the agent marketplace — personal superintelligence, on the best supercomputers we can build, available to everybody, won partner-first and distributor-first. The fund house, Hushh Alpha, runs permanent capital on the world's fastest growers of absolute free cash flow — Fund A live since October 1, 2026, the aces doctrine, real work done by real operators. Neither house is the other's support act.
We are 100% privately owned and profitable — founder-funded, no outside investors. And we hire the best and pay the best. Brand, culture, and values weigh as much here as the product — which is precisely why this seat exists: a company growing this fast in two directions needs one owner for how the business itself runs.
The role
Mission: the operating system of the company — cadence, discipline, and best practices across both houses, so the vision runs on rails.
Here is the honest shape of the job. The CRO owns the revenue number. The CFO owns the financial truth. The CTO owns the technology thesis; the CIO owns the investing. What nobody owns today is the connective discipline: revenue operations that make the forecast a fact, marketing operations that make the story measurable, the weekly and monthly cadence that turns thirty priorities into five finished things, and the operating best practices a generational company is supposed to run on before it is large enough to need them retrofitted.
That is this seat. You do not carry the number — you make the number carryable. You do not own a house — you make both houses run like one company: one scoreboard grammar, one planning rhythm, one standard for how a decision gets made, documented, and revisited. Founders create motion. You create the machine the motion compounds in.
One boundary, in writing, before anyone's ego is involved: pricing architecture and deal structures in charter 07 belong to a different conversation, and the revenue number belongs to the CRO. Your territory is operations — the systems, cadences, and standards underneath every function. If the founder redraws the boundary, he redraws it for everyone at once, in the open.
What you'll do
- Own the operating cadence: the weekly leadership rhythm, the monthly business review, the quarterly planning cycle — agendas with decisions attached, notes the company can reason from, follow-through that is checked, not hoped for.
- Run revenue operations with the CRO: one CRM (we run Attio) telling the truth, pipeline stages that mean something, forecast hygiene, territory and quota mechanics — the infrastructure the number stands on.
- Run marketing operations with the brand team: the campaign calendar, the measurement stack, the Aloha books and media engine's production rhythm — brand run as an operating system, not a mood.
- Institutionalize best practices across both houses: hiring loops run to the doctrine, vendor bake-offs run to written criteria, launches run to checklists that survive their second use.
- Be the founder's forcing function: every initiative has an owner, a date, and a definition of done — and you are the person who asks, in the room, which of the three just slipped.
What success looks like in 6 months
- The company runs on a cadence a new executive can feel in week one: meetings that decide, reviews that measure, a scoreboard that both houses read the same way.
- Revenue operations are real: the forecast the CRO defends is built on pipeline mechanics you installed — stages, hygiene, and math that reconcile.
- Marketing operations produce a calendar the launches actually follow — puppy's first order cycle and iMoney's December 27 launch ran on rails, not heroics.
- The founder's week visibly changes: fewer threads carried in his head, because the machine carries them.
What you bring — musts
- You have run business operations at a company that scaled — and can prove it in outcomes: a cadence you installed that outlived you, an operations function you built from zero, metrics that moved because the system changed.
- Revenue-operations depth: you have owned the CRM truth at a real sales organization — pipeline mechanics, forecast discipline, the unglamorous hygiene that makes a number believable.
- Marketing-operations fluency: calendars, measurement, production systems — you know how a story becomes a schedule and a schedule becomes evidence.
- Cross-functional authority without a quota or a P&L of your own: people follow your cadence because it makes their work land, not because the org chart says so.
Nice to have
- Two-house range: you have operated across an investment business and a product business, or an equivalent pair of unlike machines.
- Marketplace or multi-region operations: cadences that hold across time zones, regions, and unlike teams.
- A written operating system of your own — the document you would hand a founder on day one, already drafted in your head.
What we offer
$250,000–$350,000 base with a 25–35% target bonus, and a founding equity grant on a 4-year vest — ownership in a company where value created and value delivered become shareholder equity for everyone who works with us, invests with us, or does business with us. The real offer: build the operating system of a generational company while it is still small enough that your fingerprints stay on it — both houses, one machine, your standard.
How to apply
Apply here on LinkedIn with your resume and a short note answering one question: describe the operating cadence you built that most changed a company — what ran differently after you, in numbers.

Work arrangement
Yes