CEO Shadow Program
I was fortunate enough to spend about 18 months as staff assistant to my CEO, including access to their email and basically all meetings. This was a PE-backed roll-up that was in the midst of acquiring several smaller companies, and then pursuing an exit.<p>The experience really opened my eyes about the requirements for the job. The amount of code-switching required to communicate well with ownership, the other C-levels, employees, customers, and potential acquirers could make my head swim. The breadth and depth of technical, financial, and human expertise necessary to verify all the parts of the business and smell out where issues might be hiding. All of that before even getting to (in this case) integrating several businesses into a whole, identifying up-and-coming leaders, and keeping the employees happy; let alone actually having a strategy, getting buy-in, and implementing it. And then spending most evenings networking with the elite class that you need to know to have access to capital. You can never have a bad day. Ever.<p>This was for an org that was comfortably under 1000 employees, all located in the US, where none of the VPs were the kind of political operators you get in meatier companies.<p>I walked away thinking that there can&#x27;t be even 100k people in the country with the ability to do even a non-laughable job as the CEO of a 500ish employee company. Not even do a good job, just do a job that doesn&#x27;t look like one of those 80s child-parent-bodyswap movies where the kid tries to work in an office.<p>I still think CEO pay is out of control, but I understand better why boards end up paying what they do. Any weakness in any of these skills is an existential threat, and you don&#x27;t know for sure what will hit you this year.