Chief of Staff to the CTO

Highlights:

• Location: Spain, Remote
• Language: Fluent in English and Russian

About Fundraise Up

We’re Fundraise Up - a global fundraising platform built to make donating to nonprofits fast, seamless, and accessible to all. Every month, our technology powers tens of millions of dollars in donations across the globe. We focus on innovation that directly impacts results: faster load times, higher conversion rates, global payment support, and accessibility-first design.

Our platform is trusted by many of the world’s leading nonprofits, including UNICEF, the Alzheimer’s Association, and a wide range of global NGOs. With a 4.9/5 rating across top software review platforms, we’re recognized not just for our impact - but for the quality of the product we deliver.

A Truly Global Product

We operate in the enterprise segment, serving nonprofit organizations across North America, the United Kingdom, Australia, and Europe.

We're building a large and complex product ecosystem that serves nonprofits, donors, and partners around the world. The platform includes a modern checkout experience and customizable widgets (each a standalone SPA), donor, organization, and partner portals, admin tools, and several internal apps.

Our backend is powered by Node.js (Koa, NestJS) and MongoDB. The frontend stack includes Webpack, Vue.js, and React, with nearly all code written in TypeScript. For high-throughput messaging and background processing, we use Kafka (for millions of events) and Bull (Redis). Analytics data is stored in ClickHouse, and we use Elasticsearch for search.

The Team

We are a distributed team of 160+ product professionals, including 80+ engineers. Our team members are mainly based across Spain, Poland, Portugal, Georgia, Armenia, Serbia, Turkey, and Cyprus. Despite our scale, we operate like a focused team — where every task matters and every voice is heard. We value thoughtful collaboration, strong engineering practices, and a product mindset.

About the Role

Engineering orgs rarely stall because nobody can decide. They stall because nobody owns the decision.

You build and run the operating system of our engineering organization: the leadership cadence, the OKR and QBR cycle, the record of decisions and follow-ups, and the executive synthesis that reaches the CTO, the exec team, and — when the topic calls for it — the CEO and board. You work through process and influence rather than line authority; the engineering directors continue to report to the CTO, and architecture and technical strategy stay with the CTO, the directors, and our staff and principal engineers.

This is a senior leadership role, not an executive-assistant one. You are not measured by how much you own — you are measured by how fast ownerless chaos becomes clear ownership, and how cleanly you hand it off. Our engineering leadership and much of the company work in English across European and US hours.

What You'll Do

• Run the engineering leadership cadence. Own director-level syncs and the leadership rhythm end to end: agenda, documented decisions, follow-through.
• Take over the quarterly OKR and QBR cycle. This sits with the CTO personally today and is the single biggest reason QBR consumes his time. You drive teams to set and update objectives, chase the follow-ups, surface where they slip, and prepare the reviews.
• Keep one live record of leadership decisions and commitments, and chase every one to closure by its agreed date.
• Scan continuously for stalled or ownerless cross-team work — the kind that quietly dies when a delegated project's loop never closes — and bring it back on track with a named owner.
• Drive special projects to a chartered state, then hand them off — and stop holding them. Recent live examples: rolling out a new product-defined work-distribution model and its org-structure documentation; standing up a cross-departmental data team and driving the Analytics-vs-Engineering ownership question to a decision; running vendor selection, procurement, and the CEO-facing business case for an external security-consulting engagement; coordinating an internal AI-agent platform program across several teams; running technical audits, platform evaluations, and tool pilots. You own the coordination, planning, and tracking — the technical substance and the buy-vs-build verdict stay with the relevant engineers and leaders.
• Turn complex organizational and project inputs into concise, decision-ready material for the CTO, the executive team, and board-level audiences.
• Facilitate delegated decisions to closure — documented, escalated when they stall, communicated to the people they affect — so nothing waits on a calendar slot or gets re-litigated. You drive the process; you do not speak for the CTO or make the call in his place.
• Standardize how engineering leadership plans, tracks, and communicates. Build the rituals, templates, and operating rhythm that keep the org coordinated without being prescriptive at the team level.
• Partner across the organization on cross-cutting initiatives, procurement, pilot contracts, and engineering tool budgeting — see the interfaces below.

At Fundraise Up, AI is a default tool, not an experimental one. We expect every team member to actively use AI in their day-to-day work, identify where AI can change the shape of problems in their function, and grow their fluency as the tools evolve.

Cross-Department Interfaces

• Engineering Directors — alignment on execution, OKRs, and resolution of systemic bottlenecks. These are the people whose initiatives you coordinate without managing.
• Product — new work-distribution models, the AI-agent platform, and most cross-cutting initiatives originate or terminate here.
• Data / Analytics — the data-team ownership question and the data/agent platform sit across this boundary.
• Executive Team — data gathering and synthesis for board meetings and executive reporting.
• BizOps — co-stakeholder on security and other operational initiatives.
• Finance, Legal & IT — procurement, contract negotiation for pilots, and engineering tool budgeting.

Key Performance Indicators

The first 90 days are about setup, not metrics: establish the cadence, map the ownerless initiatives, take over the OKR/QBR loop, and set the baselines. From there, reviewed quarterly:

• % of leadership follow-ups closed by their agreed date.
• Cross-team initiatives with a named DRI and a live checkpoint — versus work that is ownerless or untracked.
• OKR freshness — share of engineering OKRs with a current owner, status, and checkpoint date, with drift reduced quarter over quarter.
• Operational threads removed from the CTO's plate, quarter over quarter.
• Stalled or lost cross-team projects surfaced and reactivated per quarter.
• Initiatives handed off to a permanent owner — versus retained personally. A rising "retained" count is a warning sign, not a success.
• % of hand-offs that actually landed — with an accepted owner, scope, next checkpoint, and success criteria, so a hand-off is a real transfer rather than a formal toss.

Requirements

• A track record running the operating system of an engineering organization — as a TPM lead, head of engineering operations, or equivalent — owning cadence, planning, and cross-team coordination at org scale.
• Demonstrated ownership of ambiguous, multi-team initiatives you coordinated, drove, and landed through influence, without direct authority.
• Executive synthesis: you turn raw, complex information into brief, decisive material leaders can act on.
• Operating discipline: you build durable systems and follow-up loops, not just meetings.
• An engineering background you still draw on. You don't need to be the technical authority, but you should be able to sit in an architecture discussion, recognize when a team is genuinely stuck, and know that it needs escalating — without going away to look up the basics first.
• Credibility with engineers, EMs, and directors, earned through reliability and follow-through.
• English proficiency C1 sufficient for written and verbal technical communication with external and internal audiences.

Nice to Have

• Prior Chief of Staff, Engineering Operations, or TPM-lead experience reporting into engineering leadership.
• Experience driving operational efficiency in engineering orgs of 100+ people, including use of automation and AI tooling to keep teams lean.
• Procurement, vendor-contracting, or budgeting experience.
• Nonprofit-tech or payments-domain familiarity.
• Familiarity with our environment is an advantage: Node.js/NestJS, React, MongoDB, ClickHouse, Kafka, Cloudflare; PCI DSS 4.0.1, SOC 2 Type II, ISO 27001.

You'll Thrive Here If You

• Find an ownerless problem and can't leave it alone until it has a name attached to it.
• Would rather build the loop that closes follow-ups than personally chase every one forever.
• Can say "this decision is stuck and here's who needs to make it" to a director — and stay welcome in the room.
• Hold your position with senior people when you believe you're right, and change it quickly when you're not.
• Measure yourself by what you successfully gave away, not by what accumulated on your plate.
• Write clearly and short, especially when the underlying situation is messy.
• Take the operating cadence seriously as a product: versioned, improved, and never left to run on habit.
• Are motivated by what the platform funds — the nonprofits on the other side of every donation.

Compensation

• The compensation range for this role is: €7,500 - €8,500 gross per month.
• Final compensation will be determined based on relevant experience, skills, qualifications, and alignment with the role's requirements.

Benefits

• Private medical insurance for the employee and their family
• 23 paid vacation days per year
• 11 paid public holidays per year
• 5 company-paid sick leave days
• English learning courses
• Relevant professional education
• Gym or swimming pool
• Home Office Setup Assistance: the company offers assistance with purchasing furniture (office chair, office desk, monitor) and other items to create a comfortable workspace
• Co-working
• Remote working

We are an equal opportunity employer. We celebrate diversity and are committed to creating an inclusive environment for all employees. We do not discriminate on the basis of race, color, religion, gender, sexual orientation, gender identity or expression, age, national origin, disability, or any other characteristic protected by applicable law in the countries where we operate.