Chief of Staff to the CEO

About NuNu serves more than 140 million customers, guided by a mission to fight complexity and empower people. The company has been leading an industry transformation through innovative products and human-centered services.

Proprietary technology and data at scale power Nu’s digital platform, built to promote financial access, advancement, and transparency. Its business model thrives on customer love and lower costs, feeding a flywheel of growth and profitability.

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About the teamThe CEO’s office supports David Vélez, Founder and CEO of Nu. His agenda is balanced between external, covering investors, regulators, the Board of Directors, industry and strategic partners, and a demanding MTeam agenda across Markets (Brazil, Mexico, Colombia and new markets), Product and Technology. The Chief of Staff works closely with the C-Level and the teams that support it.

About the roleThe Chief of Staff to the CEO is the closest partner to David Vélez and a force multiplier for his agenda. This person makes sure the CEO spends his time on what matters most, arrives at every important conversation prepared, and sees every commitment through. They act as candid, apolitical counsel on what is really happening across Nu, with the judgment to escalate the topics to the CEO and maximize his impact. Discipline, rigor and follow-through are the core of the role: nothing is left open, unclear, nothing is late. It is also a forcing function that lowers the cost of coordination and the amount of pre-alignment the organization needs, making Nu faster and more nimble.

This is an individual contributor role reporting to the CEO. It is a role built on trust: much of its value comes from access to context that is confidential and sensitive, and from the judgment and discretion to handle it well.

Key responsibilities and expectations- Own the CEO’s operating rhythm. Translate company priorities into a focused CEO agenda, continuously reassess what deserves his attention, and run the MTeam forums and rituals with clear purposes, the right participants, and documented outcomes. Ensure agendas, pre-reads, and follow-ups are delivered on time;

• Bring independent judgment to CEO and MTeam decisions. Independently assess proposals, challenge assumptions, and synthesize financial, operating, and organizational evidence into clear recommendations. Prepare briefs and decision memos that put the right question in front of the CEO and the MTeam and hold every document to a rigorous standard of accuracy, logic and clarity before it reaches the top;

• Govern follow-through with rigor. Keep a single, accurate record of decisions, commitments, owners and deadlines coming out of MTeam and CEO forums, follow up relentlessly until each one is closed, hold leaders accountable to what they signed up for, and escalate risks and slippage early;

• Be a forcing function for speed. Bring leaders together around shared priorities, make dependencies and competing interests explicit, and lead negotiations on sequencing and resource trade-offs. Ensure recommendations reflect company-level outcomes and escalate unresolved choices with clear options, o teams reach alignment faster with fewer pre-meetings, pre-reads and approval layers, lowering the cost of coordination and keeping Nu nimble;

• Lead selected CEO-sponsored initiatives. Drive a focused set of high-priority, cross-functional initiatives where ownership is unclear, or coordination requires the CEO’s office. Define outcomes, mobilize the right;

• Serve as candid counsel and be present with the team. Bring an unfiltered read of the organization, build relationships broadly across the MTeam and the company to surface friction and misalignment early, and represent the CEO in selected forums.

Success will be measured by the CEO’s time spent on the highest-impact topics, the quality of Board and investor preparation, the...