Who We Are

At KEV, we help school districts eliminate the school finance blind spot. Our platform gives district finance teams real-time visibility and traceability into every dollar collected at the school level - whether it's cash, cheque, or digital. From field trips to fundraisers, we help them manage every dollar with confidence. More than 27,000 schools across North America trust KEV to manage over $8 billion annually. By unifying payments, accounting, and reporting, KEV simplifies life for bookkeepers, builds trust with parents, and gives finance leaders the oversight their current systems cannot. It's how we help schools stay compliant, reduce risk, and focus on what matters most, student success.

About the role

KEV Group is a $100M SaaS and payments company serving schools and districts, on a path to $300M through organic growth and acquisitions. We're looking for a Chief of Staff to the CEO to make sure the executive team works on the right things and gets them done. You'll report to our CEO, Bram Belzberg. You'll own the company's rhythm of decisions: executive alignment, OKRs and the leadership operating cadence. Our CFO owns the rhythm of numbers: plan, budget and forecast. Together, you'll run one operating system. This is a senior operating role, not an executive assistant or project coordinator role. You'll have no large team, but you will have the CEO's mandate to set the leadership agenda, track commitments to closure and escalate when they slip.

What you'll own

Executive alignment and OKRs

- Turn the CEO's priorities into company OKRs, with clear owners, measures and links to our strategic pillars.




- Track OKRs and cross-functional dependencies; bring status to the monthly business review.
- Lead the quarterly OKR reset, working with the CFO so that OKRs and the budget are agreed together.

Leadership operating cadence

- Run the weekly CEO staff meeting: agenda, pre-reads, decisions and the action log.
- Own the quarterly executive offsite and the annual strategy and three-year planning cycle.
- Keep one integrated leadership calendar, including the CFO's financial cycle, the CCO's GTM–R&D; operating reviews and the CHRO's talent and performance cycles.
- Close actions on time, and escalate to the CEO when commitments slip.

Board and governance

- Assemble the quarterly board pack and keep it on schedule. The CFO team owns the financials; Legal owns statutory governance.
- Track board and executive actions to closure; improve how decisions are made and recorded.

Strategic projects

- Lead two or three CEO-sponsored initiatives at a time, such as pricing, entering an adjacent market or redesigning the customer journey.
- Define scope, owners and milestones, then hand finished work to a line leader.

M&A; coordination

- Run the weekly M&A; pipeline review with the CEO, Corporate Development, Finance, Legal and R&D.;
- Keep the deal decision log and board approval timeline; coordinate integration handoffs.





CEO communications and leverage

- Draft CEO communications to the company and the leadership team, with the CHRO.
- Act as the CEO's thought partner: prepare decisions, pressure-test plans and protect the CEO's time.
- Lead a small Business Operations team, including OKR and cadence support.

What you won't own

Keeping these boundaries transparent lets you lead without becoming a bottleneck.

- The rhythm of numbers. The budget, forecast, variance reporting and the monthly business review against plan stay with the CFO.
- Money levers. Budget approvals, headcount releases, pricing floors and contract approvals stay with the CFO.
- Line teams. You won't manage functional teams. Projects you lead move to a line owner once they're up and running.
- Access to the CEO. Executives keep direct access to Bram. Your job is to make their time with him count, not to screen it.

How success is measured

First 30-90 days:

learn the business and the leadership team. Take over the weekly CEO staff meeting and action log. Map the current OKRs and cadence, and propose an integrated 2027 leadership calendar.

First 6 months:

run the Q1 OKR reset and one board cycle end to end. Lead at least one CEO-sponsored project to a clear decision.

First 12 months:

the leadership team runs on one predictable rhythm. Executives say decisions are faster and clearer.

Measure

Target

CEO priorities and OKR commitments closed on time

85%+

Leadership actions closed by their due date

90%+

Board pack final 5 business days before the meeting

Every meeting

Strategic projects delivered on time and handed off

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📌 Chief of Staff (Toronto)
🏢 KEV Group
📍 Toronto