There’s a kind of leadership that rarely steps into the spotlight, yet its presence is essential for everything to run smoothly and strategically. It’s quiet, thoughtful, deeply connected to people, the business, and the decisions that move an organization forward.

At Nubank, and in many other companies, this role goes by a name that’s gaining more relevance every day: Chief of Staff.

While often associated with governance and meeting management, the Chief of Staff role is much more than that. At its best, it is inherently strategic — bridging vision and execution, anticipating risks, clarifying priorities, and ensuring leaders stay focused on what truly matters. It’s the hidden engine that helps organizations move forward with clarity and cohesion.

We spoke with Cristina Otto and Sheila Oliveira, who play this role in different contexts at Nu, but share a core trait: their impact doesn’t come from the spotlight, but from orchestrating others to shine. They turn ideas into action, create space for others to lead, and help strategies unfold without losing their essence.

“The Chief of Staff is the invisible force that turns strategy into execution.”

Bridge and radar

Cristina compares her role to a bridge. She connects leaders to teams, areas to priorities, and decisions to outcomes. She also acts as a filter, managing operational tasks and bringing to the executive’s attention only what truly matters.

Sheila sees the role simultaneously as an emotional and strategic radar. “We manage through influence,” she says. In a highly complex environment, where no one reports directly to you, trust opens doors. Empathetic listening, understanding nuances, knowing when to intervene, and, above all, respecting others’ space while carving out your own are key.

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Day-to-day at Nu: Context, change, and connection

If there’s a routine, it’s one of strategic improvisation. Each week might start with one plan and end with another—but always guided by purpose. A Chief of Staff doesn’t merely react to changes; they skillfully capture business nuances, anticipate risks, and recalibrate strategies proactively.

“Sometimes we arrive with our own backlog and leave meetings with an entirely different list,” Sheila says. This isn’t just rearranging schedules—it’s strategically realigning based on leaders’ insights and market dynamics. It’s about pinpointing precisely which moves matter most for the company’s strategic goals.

Cristina echoes a similar approach: “Every Monday, I review my executive’s calendar and ask: is there anything I can facilitate? This single conversation can shift our entire week’s focus.” More than calendar management, it ensures every action aligns with the company’s vision and responds to emerging challenges.

Navigating various topics, prioritizing effectively, interpreting business demands, and swiftly shifting context—these are essential skills of Chiefs of Staff. Comfort with uncertainty and sharp strategic perception are critical: it’s not enough to manage change; you must clearly understand what each change means for long-term success.

Influence without authority

Chiefs of Staff are responsible for facilitating decisions, anticipating risks and ensuring alignment between areas. This requires influence built on trust and consistency of delivery.

“We’re accountable for many things without direct reports. Influence is everything. People pay attention if you genuinely add value,” says Cristina.

Sheila stresses the importance of adapting communication according to the audience and context. “For teams, more is more. For executives, less is more,” she says. This model is fundamental because each level of the organization needs different levels of context to make effective decisions.

Executives generally have limited time and need quick strategic clarity. Too much information at this level can create noise and loss of attention. Operational teams, on the other hand, need a deeper understanding of the reasons behind decisions in order to execute them effectively and purposefully.

The value of a Chief of Staff lies precisely in adjusting the message precisely, understanding the specific needs of each group. Sheila explains: “You need to know exactly what amount and type of information to deliver to ensure that everyone is aligned, engaged and clear enough to act.”

Measuring behind-the-scenes impact

Perhaps the role’s biggest challenge is creating significant impact without necessarily getting direct credit. It’s a role that shines precisely by not standing out.

Cristina measures success by creating an environment where better decisions are made and problems are anticipated before they arise. “Success means nothing breaking. It means the executive has sufficient context to lead clearly, priorities are well-defined, and teams can focus on execution,” she explains. This impact translates directly into the company’s operational pace, preventing bottlenecks that could jeopardize strategic results.

Sheila highlights how this impact extends beyond the immediate executive leadership to teams’ performance and daily operations. “My role ensures teams translate strategic intentions into practical actions. Removing internal barriers, accelerating decisions, and aligning priorities directly result in agile execution and tangible business outcomes,” she adds.

The impact is more than facilitating leaders’ daily routines; it fosters an environment where everyone clearly understands their role within the broader strategy, enabling the business to operate with greater efficiency, agility, and results in both short and long-term.

Career without a manual

There’s no single path to becoming a Chief of Staff. Cristina transitioned from engineering and product management. Sheila spent two decades as an executive assistant to CEOs. Within and beyond Nubank, Chiefs of Staff commonly come from Product, Finance, Communications, Consulting, and Operations—proving diverse backgrounds are more of an advantage than a barrier.

What truly matters are the skills cultivated throughout one’s career and required daily by the role: stakeholder management, organization and clarity, proactive risk detection (“smoke detection”), strong analytical and problem-solving abilities, sharp business sense, and the capability to succinctly communicate complex information (executive summary).

These skills merge in a role Sheila defines as a leadership accelerator. “It’s a position that prepares you for any other,” she summarizes, “but it can also be a rewarding destination for those who thrive on this type of challenge.”

For those interested in this path

Their final advice is an invitation: don’t wait to feel ready before trying. “Speak with people already in this role. Understand different styles. Find the one that suits you,” recommends Cristina.

“Don’t think you need to start at the top. Start from where you are. I’ve also been in that place of feeling I wasn’t enough,” says Sheila, reminding us that doubt often accompanies those who have the most to offer.

Ultimately, perhaps the greatest secret of the Chief of Staff is this: being the connector. Linking vision and execution, strategy and care, clarity and trust.

It’s a quiet yet decisive role. Sometimes invisible, always indispensable. And when done well, it transforms everything around it.

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