Chief of Staff at Aleph Beta

Location: Remote (Overlap with ET hours)

Reports to: CEO

Compensation: $85,000-$110,000 based on experience

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The Situation

Aleph Beta is a nonprofit Torah education organization built around Rabbi David Fohrman's unique approach to reading the Torah. Over 15 years, we've created a methodology that helps people discover profound meaning in the text through literary analysis, thematic connections, and intertextual study. We serve 12,000+ members through videos, podcasts, books, and events.

Here's our reality: Rabbi Fohrman isn’t a young man. He’s not an old man either. But the work of a lifetime is limited. We suspect we have maybe 15-20 years left to get as much of his work documented and out into the world as possible. That timeline focuses everything we do.

The challenge? Our CEO (me, Imu) is often the bottleneck. We're running content production, marketing campaigns, product development, social media, events, and a dozen other initiatives simultaneously. Each one needs strategic oversight. Each one requires someone who deeply understands what makes our work different. And right now, that someone is me - which means I'm stretched impossibly thin.

We've tried the typical scale-up approaches. Hired department heads. Delegated ownership. Built processes. And here's what we learned: we're not a business that scales through delegation of vision. Our work is too specific, too tied to a particular way of seeing Torah, too dependent on maintaining a very high bar for quality and authenticity.

So we're building a different model. One that accepts our constraints and works with them instead of fighting them.

That's where you come in.

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What This Role Actually Is

You're not a traditional COO or Chief of Staff. You're something more specific.

You're a Sprint Manager.

We work in focused sprints - a few weeks on content creation, then a few days on marketing, then time for product strategy. Your job is to protect those blocks from constant interruption. When someone needs strategic input, you triage: Is it urgent? Can it wait? Can you handle it yourself? You maintain a running list of requests and make sure the right things get attention at the right time.

You're a Systems Builder.

You love scorecards. You get excited about tracking metrics. You implement processes and hold people accountable to them. You make sure everyone knows what success looks like in their role and you track whether they’re hitting those goals. When they’re not, you identify it early and connect them with me, or get them the help they need. 

You're an Apprentice (Who Grows Into a Decision-Maker).

You sit in on strategy meetings.You shadow me and Rabbi Fohrman. You learn how we think, what we care about, why we say yes to some things and no to others. Over time - could be 6 months, could be 18 - you start making more and more decisions without us. "No, we're not doing that now, we're focused on X." "Yes, go ahead with that approach, that's totally aligned."  You become someone who can represent our strategic thinking without needing to ask us every time.

You're a Force Multiplier.

Right now, I have 9+ direct reports who all need strategic input. You become the air traffic controller. You manage which person gets priority. You prepare for our monthly check-ins. You make sure I'm spending time on the work that is my highest leverage work - strategic vision, content oversight, co-creating with Rabbi Fohrman - not on things that could be handled differently with better systems.

You're the Person Who Says No.

This might be the most important part. When someone has an exciting idea that we don't have capacity for, you're the one who says "not right now." When I'm deep in content work and someone wants "just 15 minutes," you protect that time. You understand our constraints - limited time, limited strategic bandwidth - and you help us spend our resources on what matters most. And most often, the person you’ll be saying “no” to is me and Rabbi Fohrman. 

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What Your Day-to-Day Looks Like

In Month 1-3:

• You're in every strategic meeting I'm in, taking notes, asking questions, learning, figuring out how to prioritize
• You're building or improving our tracking systems so every role has clear metrics
• You're managing the queue of people who need strategic input
• You're figuring out which decisions you can start making independently

In Month 6-12:

• You're running monthly team reviews - preparing metrics, facilitating conversations
• You're making judgment calls on 30-40% of requests without escalating
• You're managing some team members directly on logistics and operations
• You're identifying process gaps and fixing them
• You're the person who notices when we're overcommitted and forces prioritization

In Year 2-3:

• You're making 70-80% of operational decisions independently
• You're doing real people management with multiple direct reports
• You're the person the team goes to first with questions
• You're protecting the vision while enabling the team to execute

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Who You Are

You love building systems and creating operational clarity.

You get excited about creating clear metrics and tracking progress against them. You understand the difference between working on strategy versus execution. You've probably read books like E-Myth or Traction and thought "yes, organizations should work this way."

You can handle ambiguity and help create structure from chaos.

This role will evolve as you grow into it. You're comfortable with "we'll figure it out together" and excited by that challenge rather than intimidated. You like building the plane while flying it.

You're genuinely interested in learning from others.

You're not coming in assuming you have all the answers. You're curious about why we do things the way we do them. You want to understand our thinking deeply enough that you can eventually represent it without needing to ask. You see the first year as an apprenticeship that grows into real autonomy.

You can hold boundaries - firmly and kindly.

You understand that protecting focus is part of the job. When someone pushes back on "Imu's not available right now," you hold the line without being a jerk about it. When a "great idea" would derail our priorities, you're the bad guy who kills it.

You can learn what makes our work different.

You don't need to be a Torah scholar.But you need to be someone who can watch our content, read our mission statement, and genuinely get what we're about. You need to understand why we can't just hire "someone good at social media" - we need someone who understands Aleph Beta deeply enough to represent it well.

You're a fit for a small, mission-driven team.

We're not a buttoned-up corporate environment. We're 30 people trying to get a once-in-a-generation scholar's work out to the world before time runs out. We care deeply about what we do. We work hard but we're not toxic. We value excellence and we value each other.

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Who You're NOT

You're not someone who needs total autonomy from day one.

If you need to "own" a function and run it entirely your way, this isn't the role. The strategic vision here runs through the founders. You'll grow into significant autonomy, but it's earned through demonstrated understanding, not given on day one.

You're not someone who wants to "fix" our approach.

We've learned what works for us through a lot of trial and error. If you're coming in thinking "they just need standard best practices," you'll be frustrated. We need someone who can work within our model, not someone trying to transform us into a different kind of organization.

You're not looking for a standard career stepping stone.

This role grows into something substantial over time. But if you're trying to collect 18 months of "Chief of Staff" experience before moving on, this probably isn't the right fit. You need to see yourself here for 5 years+. 

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Why This Is A Great Opportunity

You'll be part of something that matters.

We're not selling widgets. We're helping people discover profound meaning in ancient texts and transforming how they see Judaism, God, and themselves. The work we do changes lives. You'll see the testimonials. You'll feel the impact.

You'll have significant growth potential.

This role can grow as much as you can grow. If you're excellent, you'll become the operational leader of a multi-million dollar nonprofit with real influence over how we work and what we accomplish.

You'll work with smart, caring people on something with real urgency.

We have 15-20 years to document and share Rabbi Fohrman's work. There's clarity in that timeline. There's focus in that constraint. And there's something meaningful about being part of a team racing against time to accomplish something important.

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How to Apply

Send an email to jobs@alephbeta.org with:

1. A cover letter 
2. Your resume

Please don't apply if you're:

• Sending generic applications to dozens of roles
• Not actually interested in the mission

We review applications carefully and we'll both waste time if there's not genuine mutual fit.

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Look, I'll be honest: This is a weird role. It doesn't fit in a neat box. It will evolve as you grow into it. There will be moments of frustration when you're not sure if you're doing it right.

But if you're the right person - someone who loves systems, wants to learn, can handle ambiguity, and is genuinely bought into the mission - this could be the most interesting and impactful role you've ever had.