📊 The Secret Scorecard Your Executives Are Using to Evaluate You

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Featured Job Listings

🏆 Top Picks of the Week (Hand-Picked, High-Impact Roles)

🔹 President & Chief Executive Officer
Company: American Association of Blacks in Energy (AABE)
Location: Washington, D.C. (hybrid, travel required)
Apply: via email at [email protected] | Job Posting

The President & CEO of AABE will guide a national association with 41 chapters, stewarding its next chapter of influence in energy equity, membership growth, and policy leadership. You’ll own the strategic vision, financial health, and internal operations while expanding external partnerships and revenue diversification. AABE is at an inflection point: the right leader must balance operational rigor with bold advocacy, amplify chapters’ voices, and leverage a national platform to shift energy discourse. The ideal candidate brings 8–10+ years in executive nonprofit or membership-driven organizations, with strength in governance, fundraising, public affairs, and change leadership. Deep alignment with AABE’s mission and the ability to serve as a national convener are essential.

🔹 Chief of Staff
Company: Warp
Location: Remote (US & Canada)
Apply: Apply here

As Chief of Staff at Warp, you’ll join the executive team and act as a strategic generalist, partnering directly with the CEO to shape and scale the company’s operations. You’ll lead high‑impact cross‑functional initiatives, manage the operating rhythm (e.g. meetings, offsites, roadmap alignment), and step into nascent functions (finance, legal, IT, people/talent) as needed. Warp is in a high-growth phase — you’ll be expected to build systems for scale while staying scrappy and hands-on. Ideal candidates bring 5+ years in strategic or operational leadership roles (Chief of Staff, Director/VP of Ops or Strategy) in fast-paced environments. You must be comfortable with ambiguity, adept at stakeholder influence, and ready to roll up your sleeves across domains. Warp values business acumen, execution bias, and a generalist mindset more than domain specialization.

🔹 Chief Program Officer
Company: Center for Employment Opportunities (CEO)
Location: National (remote with travel)
Apply: Apply here

CEO is hiring a Chief Program Officer to lead one of the nation’s most impactful reentry programs—serving over 8,000 justice-impacted individuals annually across 31 sites. As CPO, you'll join the executive team with a mandate to scale equitable employment pathways, refine program design, and drive operational excellence across CEO’s national footprint. You’ll lead a high-performing team responsible for direct services, vocational training, wraparound supports, and social enterprise initiatives—while embedding data, equity, and participant voice into every layer of decision-making.This role demands a seasoned, systems-level thinker with at least 12 years of leadership in nonprofit, government, or mission-aligned organizations. You’ve managed multi-site portfolios, led through complexity, and delivered outcomes that shift systems and narratives. If you’re ready to reshape what’s possible for reentry at scale—and do it with humility, strategy, and heart—this is a legacy opportunity.

🔹 Chief Operating Officer
Company: Watering Hole Media
Location: Remote
Apply: Apply here

Watering Hole Media—the digital strategy studio powering movements for equity and justice—is hiring its first Chief Operating Officer to help steward the next chapter of scale and impact. As COO, you’ll lead internal operations, finance, compliance, and talent development, building the systems that support creative teams and ambitious campaigns. You’ll partner directly with the CEO to operationalize strategy, align values with execution, and make sure the org runs as boldly behind the scenes as it shows up in the world. Ideal candidates bring 7–10 years of experience in operations or general management within creative agencies, political orgs, or mission-driven startups. You’re a builder and a finisher—equally skilled in process design, budget management, team development, and strategic prioritization. This is a rare opportunity to help scale a culture-forward, Black-led firm shaping national narratives.

🔹 Deputy Chief of Staff, Commercial
Company: Circle
Location: United States
Apply: Apply here

Circle—the fintech behind USDC and a pillar of the decentralized finance movement—is hiring a Deputy Chief of Staff to amplify the impact of its commercial leadership team. This role is part strategic project manager, part trusted advisor, and part internal operator. You’ll oversee team planning cycles, manage high-priority cross-functional initiatives, and keep execs aligned and focused on outcomes. The role demands intellectual rigor, systems fluency, and a bias for action—ideal for someone who’s operated in scaling SaaS or fintech environments. Bonus if you’ve worked in founder-led or matrixed orgs where communication, cadence, and alignment make or break the business. Circle’s mission is global, and so is this role’s reach.

Busy isn’t the goal

Wing turns busy days into real progress. A full-time virtual assistant runs calendars, inboxes, and follow-ups, removing the drag that burns leaders out.

The result: more focus, more output, and the headspace to lead.

Make space to lead

Bots Take the Wheel

🤖 Auto-Generate Weekly Team Updates

The Problem: Writing status updates feels like busywork—and by the time you compile them, half the info is already outdated.

The Fix: Automate weekly updates so your team always knows what's happening without you manually compiling reports.

Real Use Cases:

1. Jira + Slack: Auto-Post Sprint Summary Every Friday

   • Logic: At 4 PM every Friday, pull completed tickets, blockers, and upcoming priorities from Jira and post a formatted summary to #team-updates

   • How: Jira Automation → Scheduled trigger (Friday 4 PM) → JQL query for sprint progress → Format into Slack message with sections: "✅ Shipped," "🚧 Blocked," "📋 Next Week"

   • Impact: Reduces update prep time by 90%. Teams using this report better cross-functional visibility and fewer "Where are we?" interruptions (Atlassian State of Teams 2024)

2. Asana + Email: Weekly Stakeholder Digest

   • Logic: Every Monday at 9 AM, compile all tasks completed last week + upcoming milestones and auto-email stakeholders

   • How: Zapier → Schedule (Monday 9 AM) → Asana "Search Tasks" (completed last 7 days + due next 7 days) → Format email with sections: "Last Week's Wins," "This Week's Focus," "Risks/Blockers" → Send via Gmail

   • Impact: Keeps stakeholders informed without manual updates. Reduces "quick sync" requests by 40% (Asana case study, 2024)

3. ServiceNow + Teams: Daily Incident Summary for Leadership

   • Logic: Every morning at 8 AM, query all P1/P2 incidents from last 24 hours and post summary to leadership Teams channel

   • How: ServiceNow Flow Designer → Scheduled execution (daily 8 AM) → Query incident table (priority = P1 or P2, created in last 24 hrs) → Format message with: Incident ID, Description, Owner, Status → Post to Microsoft Teams

   • Impact: Execs get real-time visibility into critical issues without pinging teams. Organizations report 50% fewer escalation meetings (ServiceNow Now Platform data, 2024)

TL;DR: Stop manually writing status updates. Let automation pull the data and format it for you—so you can spend your time solving problems, not summarizing them.

Visionary Voices 

📝 Shreyas Doshi, Former Stripe PM & Product Leadership Coach

Shreyas spent over a decade leading product at some of tech's most influential companies—Stripe, Twitter, Google, Yahoo. But his real genius isn't in what he shipped. It's in how he thinks about product leadership.

He's known for frameworks that cut through noise:

• The LNO Framework (Leverage, Neutral, Overhead) for ruthless prioritization

• Pre-mortems to kill bad ideas before they waste months of work

• The 3 Levels of Product Work (Execution, Impact, Optics)—sound familiar?

On Performance:
Shreyas is relentless about the difference between doing good work and doing work that matters. He argues most PMs (and delivery professionals) spend 80% of their time on "Neutral" work—tasks that keep the lights on but don't move the business forward.

His advice? "If you're not spending at least 30% of your time on high-leverage work, you're optimizing for the wrong thing."

On Leadership:
He's vocal about the trap of "hero culture"—where leaders succeed by being indispensable. Real leadership, he says, is about making yourself replaceable by building systems and developing people.

What You Can Learn From Him:

1. Think in leverage – Not all work is equal. Focus on the 20% that drives 80% of impact

2. Run pre-mortems – Ask "Why will this fail?" before launching, not after

3. Separate execution from impact – Shipping on time doesn't mean you moved the needle

Where to Learn More:

• Shreyas Doshi on LinkedIn – His frameworks for product and delivery excellence

• His Youtube – Daily insights on product thinking, leadership, and decision-making

• [His Substack (coming soon)] – Long-form essays on product leadership

Why He Matters to Delivery Professionals:
Shreyas bridges the gap between execution and strategy better than almost anyone. If you're a TPM, PM, or Implementation Manager trying to level up, his frameworks will change how you prioritize, communicate, and lead.

He's proof that great delivery isn't about working harder—it's about working on the right things and building systems that scale without you.

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Professional Development

📚 The 3-Level Performance Model

Here's the uncomfortable truth about promotions:

Being great at your job isn't enough.

You need to perform at three levels simultaneously:

1. Self – Your individual execution

2. Team – Your impact on your team's performance

3. Company – Your influence on enterprise outcomes

Most people only optimize for Level 1. Then they wonder why they're stuck.

Let me break down each level—and show you exactly where your gaps are.

Level 1: Self (Individual Performance)

This is table stakes. Can you:

• Deliver projects on time, on scope, on budget?

• Communicate clearly with stakeholders?

• Manage your own calendar, priorities, and workload?

If you can't do this, nothing else matters.

But here's the trap: Most high-performers stop here.

They think, "I'm crushing my deliverables. Why am I not getting promoted?"

Because you're optimizing for the wrong scorecard.

Self-Level Signals:

• ✅ Your projects ship on time

• ✅ Stakeholders trust your updates

• ✅ You rarely miss deadlines or drop balls

The Ceiling:
If you only perform at this level, you'll max out at senior IC. You'll be the "reliable executor"—which is valuable, but not promotable to leadership.

Level 2: Team (Collective Performance)

This is where most people get stuck.

Level 2 isn't about your delivery. It's about your team's delivery.

Can you:

• Make your teammates more effective?

• Unblock others without being asked?

• Share knowledge and frameworks so the team gets smarter?

• Raise the bar on quality, process, or culture?

Example:
You're a TPM on an engineering team. Level 1 performance = you ship your programs on time. Level 2 performance = the entire team ships faster because you built better rituals, templates, or communication norms.

Data Point:
According to Google's Project Aristotle research, the highest-performing teams aren't defined by individual talent—they're defined by psychological safety, dependability, and structure. Leaders who optimize for Level 2 create these conditions.

Team-Level Signals:

• ✅ Your team's velocity improves over time

• ✅ People come to you for coaching, not just status updates

• ✅ Your frameworks get adopted by other teams

• ✅ Team retention is higher than org average

The Ceiling:
If you only perform at Levels 1 + 2, you'll top out at senior manager or director. You'll be known as a "great people leader"—but you won't have the strategic altitude for VP+.

Level 3: Company (Enterprise Performance)

This is the executive unlock.

Level 3 isn't about your projects or your team. It's about moving the entire organization forward.

Can you:

• Identify company-level problems that no one's solving?

• Influence strategy, not just execution?

• Make calls that benefit the company even when they hurt your team?

• Build systems that scale beyond your org?

Example:
You notice your company's delivery process is broken across all product teams. Level 1/2 performance = you fix it for your team. Level 3 performance = you build a company-wide framework, get exec buy-in, and roll it out across 10+ teams.

Data Point:
McKinsey's 2024 research on executive effectiveness found that leaders who operate at Level 3 are 4x more likely to be promoted to VP+ within 2 years.

Company-Level Signals:

• ✅ Execs ask for your input on company strategy

• ✅ Your initiatives influence multiple orgs

• ✅ You're invited to exec planning sessions

• ✅ People outside your team reference your work

The Unlock:
This is where promotions to VP, SVP, and C-suite happen. You're no longer judged by your team's output—you're judged by your impact on the company's ability to execute.

Self-Assessment: Where Do You Stand?

Rate yourself honestly on each level (1 = Never, 5 = Always):

Level 1: Self

• I consistently deliver projects on time and on scope

• Stakeholders trust my updates without needing follow-up

• I proactively manage my workload and priorities

• I communicate clearly in writing and presentations

Level 2: Team

• My team's performance improves over time (velocity, quality, morale)

• I actively coach and develop others

• I create frameworks/templates that others adopt

• I unblock teammates without being asked

• Team members come to me for guidance, not just updates

Level 3: Company

• I identify and solve company-level problems

• I influence strategy across multiple orgs

• Execs ask for my input before making decisions

• My work gets referenced in rooms I'm not in

• I make decisions that benefit the company even when they cost my team

Scoring:

• Level 1 (Self): 16-20 = You're solid at individual execution

• Level 2 (Team): 20-25 = You're operating at manager/director level

• Level 3 (Company): 20-25 = You're thinking like an executive

Where are your gaps?

Most people score high on Level 1, medium on Level 2, and low on Level 3.

If that's you, you're not alone. But that's also why you're stuck.

How to Start Performing at All 3 Levels

For Level 1 (Self):

• Block focus time for deep work

• Use frameworks like Eisenhower Matrix to prioritize

• Write clear, concise updates (execs read top-to-bottom, not bottom-to-top)

For Level 2 (Team):

• Share your mental models publicly (Slack, wikis, team meetings)

• Run retros that actually improve processes

• Coach 1:1s around skill development, not just project status

• Celebrate team wins publicly

For Level 3 (Company):

• Attend exec all-hands and ask yourself: "What problems are they trying to solve?"

• Map how your work connects to company OKRs (revenue, retention, efficiency)

• Propose cross-functional initiatives, even if they're not your job

• Build relationships with leaders outside your org

Pro Tip:
You don't need to be perfect at all 3 levels. But you need to be actively working on all 3.

If you're only focused on Level 1, you're not even in the game.

The Promotion Formula

Here's the framework I wish someone had given me years ago:

To get promoted to Senior IC/Manager:
Excel at Level 1. Show consistency at Level 2.

To get promoted to Director:
Excel at Levels 1 + 2. Show awareness of Level 3.

To get promoted to VP+:
Excel at all 3 levels. Prove you can shape enterprise outcomes, not just execute projects.

The Hard Part:
No one will tell you to start working at the next level. You have to see the gap yourself and start performing there before the title catches up.

That's the game.

TL;DR: Promotions don't happen because you're good at your job. They happen because you're performing at 3 levels—Self, Team, Company—simultaneously. Most people only optimize for Level 1 and wonder why they're stuck. Use the self-assessment to identify your gaps, then start building skills at the next level. The title will follow.

How I can Help

Wanna chat IRL? Connect with me on LinkedIn and we can set up some time.

The Delivery Career Decoder shows why you’re already qualified for more—and how to prove it.

I love feedback. If you have topics you want to see? Or thoughts or ideas on how to serve the community better, please hit reply or email [email protected].

Until next time,

The Business of Delivery

Quiet moves. Bold Careers.