CEO Job Description Template & KPI Guide 2025

Quick Definition: What a CEO Does

Use this quick definition to align your board and candidates on the CEO’s scope, authority, and accountability. A Chief Executive Officer (CEO) sets the organization’s strategy. They align capital and talent to that strategy and are accountable to the board for overall performance and risk.

In practice, the CEO drives growth and profitability and oversees leadership and culture. They ensure compliant operations and represent the company to investors, customers, regulators, and the public. Anchor your JD in these elements and translate them into KPIs and reporting expectations.

Top CEO responsibilities at a glance:

Set strategy and long-range plan; allocate capital to highest-ROI initiatives.
Deliver growth and profitability targets; manage P&L and cash.
Build and lead the executive team; steward culture, DEI, and succession.
Oversee governance, risk, and compliance; interface with the board and committees.
Champion customers and products; drive innovation and operational excellence.

Copy-Ready CEO Job Description Template

Paste this CEO job description into your ATS and tailor the outcomes and KPIs to your stage, sector, and jurisdiction.

Confirm local legal requirements and board reporting norms as you customize.

About the Company (one-paragraph pitch)

In one tight paragraph, share what you do, who you serve, and why now.

Example:

We are a [industry/sector] company serving [customer/market] with [product/service] that solves [problem].
We operate in [locations], grew [X% YoY/ARR], and are backed by [investors/owners].
Our mission is to [mission/outcome].
Our next stage is [expansion/new product/IPO/impact goal].

This gives candidates clear context to assess fit and scale expectations.

Role Summary (mission, scope, and reporting line)

This Chief Executive Officer will lead overall strategy and execution to achieve [growth/profit/impact] targets. They will steward our culture and leadership bench and ensure sound governance and compliance.

The CEO owns the P&L, capital allocation, enterprise risk oversight, and stakeholder communications.

This role reports to the Board of Directors and partners closely with [President/COO/CFO/CHRO] to deliver results. Success is measured against the KPI set below and the board’s agreed cadence.

Core Responsibilities (Outcome-Focused)

Set and communicate the company strategy and 3–5 year plan; translate into annual operating plans and OKRs with clear owner/KPI alignment.
Deliver financial outcomes: revenue growth of [X%], EBITDA margin of [X%], cash conversion of [X%], and capital efficiency (e.g., Rule of 40 for SaaS) of [X].
Allocate capital and resources across products, geographies, and channels to maximize ROI and total shareholder/stakeholder return.
Drive durable customer growth and retention; improve NPS/CSAT to [X] and net revenue retention to [X%].
Oversee operational excellence and risk controls; reduce critical incidents/defects by [X%] while maintaining [safety/quality] standards.
Lead M&A/partnership strategy, diligence, and integration to achieve [synergy targets/cost to serve reductions] of [X].
Represent the company to investors/owners, major customers, regulators, and media; maintain transparent, timely disclosures and communications.

Leadership & Culture

Build, coach, and retain a high-performing executive team with succession plans for all critical roles.
Champion a healthy, inclusive culture; set measurable DEI objectives and improve eNPS to [X].
Establish leadership operating rhythms (weekly exec, monthly business reviews, quarterly talent reviews).
Model ethical leadership and decision-making; enforce a zero-tolerance stance on retaliation/harassment.
Align incentives to outcomes; ensure performance management is fair, timely, and data-driven.

Governance, Risk, and Compliance

Maintain effective board governance; provide timely, accurate reports and support committee agendas (Audit, Compensation, Nominating/Governance).
Oversee enterprise risk management (ERM), business continuity, and crisis response; ensure material risks have owners, mitigations, and KPIs.
Ensure compliance with applicable laws and regulations (e.g., SOX 302/404 for U.S. public companies, data privacy such as GDPR/CCPA, anti-corruption).
Oversee cybersecurity and AI governance, including incident response readiness and responsible AI policies aligned to frameworks (e.g., NIST CSF/AI RMF).
Safeguard whistleblower channels, internal controls, and disclosure controls and procedures.

Qualifications and Experience

10+ years of senior P&L leadership with proven results in [industry/adjacent sector]; CEO or GM/BU leadership preferred.
Demonstrated success scaling revenue/profit and building high-performing leadership teams.
Experience engaging a board and external stakeholders (e.g., investors, lenders, regulators).
For public or PE-backed roles: experience with public-company governance or value-creation plans.
Bachelor’s degree required; MBA or relevant advanced degree preferred (or equivalent experience).

Key Skills & Competencies

Strategic thinking and capital allocation discipline.
Financial acumen (P&L, cash flow, unit economics, cost structure).
Enterprise risk management and governance literacy.
Talent magnet, culture builder, and change leadership.
Customer-centric product and go-to-market orientation.
Data-driven decision-making and digital/AI fluency.
Executive communication, stakeholder management, and media readiness.

Compensation & Benefits (with Pay Transparency)

Competitive base salary: [$X–$Y range; note geography, stage, public/private].
Annual bonus/short-term incentive: [X–Y% of base], tied to [revenue, EBITDA, cash, strategic milestones].
Long-term incentives: [equity options/RSUs/PSUs], target grant value [X], vesting [schedule], and performance conditions [TSR, EBITDA CAGR, strategic OKRs].
Benefits: health, retirement, paid time off, well-being, executive coaching, relocation (if applicable).
Clawback and malus: [apply to incentive compensation consistent with applicable listing standards and company policy].
Pay transparency note: We share reasonable estimates of compensation based on [location/market data] and may adjust for skills, experience, and scope.

Work Setup

Location: [Onsite/Hybrid/Remote] with up to [X%] travel to [offices/customers/investors/board].
Work authorization: [jurisdictional requirements].
Hours: Executive role requiring flexibility across time zones and peak periods (e.g., close, launches, board cycles).

CEO Responsibilities by Company Stage and Type

Match scope and KPIs to your ownership model and maturity so the JD reflects how value is actually created and governed. The same title can imply different mandates across startups, PE-backed platforms, public companies, nonprofits, and family enterprises.

Use the stage/type lists below to calibrate outcomes, interview prompts, and board expectations.

Startup/VC-backed

Prove product-market fit; drive initial ARR to [$X] with CAC payback < [X] months and gross margin > [X%].
Raise capital and manage runway > [12–18] months; align burn to milestone-based funding plans.
Build founding leadership team and operating cadence; implement lightweight OKRs and customer discovery loops.
Establish early governance (board cadence, investor updates), security-by-design, and compliant data practices.
Land lighthouse customers/partnerships; reduce churn to < [X%] and reach NPS of [X].

Private/PE-backed

Execute the value-creation plan: expand EBITDA by [X%], improve working capital turns, and deleverage to [Xx] by [date].
Professionalize operations (pricing, procurement, S&OP) and integrate tuck-ins to realize synergies of [$X].
Maintain covenant compliance; manage lender relations and cash forecasting accuracy to [±X%].
Build leadership bench and KPI dashboards; implement ERM and post-close 100-day plans.
Prepare for exit (sale/refi): clean room diligence readiness, stable forecasts, and resilience in key-person risk.

Public Company

Deliver guidance reliably; maintain strong disclosure controls (SOX 302/404) and effective internal controls over financial reporting.
Lead investor relations; communicate strategy, capital allocation, and risk transparently.
Oversee ESG/sustainability reporting aligned to applicable frameworks/regulations; manage assurance readiness.
Ensure cybersecurity governance and material incident disclosure readiness consistent with SEC rules.
Strengthen board composition, refreshment, and committee engagement; lead succession planning.

Nonprofit

Advance mission outcomes with measurable impact metrics (e.g., lives served, graduation rates, clinical outcomes).
Lead fundraising and stewardship across donors, grants, and partnerships to meet revenue targets of [$X].
Ensure compliance with nonprofit governance, restricted funds usage, and reporting to the board and regulators.
Build program excellence and operating efficiency; maximize program-to-overhead ratio targets.
Champion equity, community trust, and transparent impact communications.

Family Business

Balance stewardship and performance; codify family governance (council, policy) and business governance (board).
Drive professionalization while honoring legacy; succession planning for family and non-family leaders.
Optimize cash flow, capital investments, and diversification to reduce concentration risk.
Manage stakeholder alignment across family shareholders, employees, and community.
Resolve role clarity between family ownership, board oversight, and management execution.

KPI and OKR Examples to Include in a CEO Job Description

Tie responsibilities to 5–7 measurable outcomes so accountability is unambiguous and board-ready. Pick a balanced set across finance, customer/product, people/culture, and risk/governance to reflect how value is created and safeguarded.

Growth & Financial

Revenue growth: +[X%] YoY; new logo/market entry milestones by [date].
Profitability: EBITDA margin [X%]; gross margin +[X bps]; operating leverage targets.
Cash: free cash flow conversion [X%]; working capital turns [X]; DSO/DPO targets.
Capital allocation: ROI>WACC on [projects/M&A]; TSR vs peer median.
Forecast accuracy: within [±X%] on revenue and EBITDA.

Customer & Product

Net revenue retention [X%]; gross churn < [X%]; expansion revenue [X%].
NPS/CSAT [X]; product quality/safety incidents reduced by [X%].
Roadmap throughput: [X] priority releases/launches on time and on budget.
Market share in [segment] up [X bps]; win rate [X%].
Cost to serve/customer LTV:CAC ≥ [X].

People & Culture

eNPS [X]; regrettable attrition < [X%]; critical-role time-to-fill < [X days].
Leadership bench: [X] ready-now successors for top roles; internal promotion rate [X%].
DEI: representation goals in leadership to [X%]; pay equity remediation within [X%] variance.
Safety: recordable incident rate < [X]; compliance training completion [100%].
Engagement: manager effectiveness scores +[X points].

Risk & Governance

Zero material weaknesses or significant deficiencies; timely closure of audit findings [100%].
Cyber readiness: time-to-detect/contain < [X hrs]; phishing resilience rate > [X%].
Compliance: regulatory filings on time [100%]; privacy incidents < [X].
Crisis drills conducted [X/year] with post-mortem action closure [100%].
Board materials circulated [X days] in advance with KPI pack completeness [100%].

Board Governance and Reporting Language (with Template)

Bake in reporting cadence and materials so expectations are clear before day one. Agreeing on the rhythm and contents up front prevents surprises, speeds decisions, and strengthens board–management trust.

Define what “good” looks like for board materials and updates. Make timelines explicit and tie them to decision rights.

Reporting Cadence and Materials

Monthly CEO letter: strategy progress, KPI dashboard with targets vs actuals, critical risks/issues.
Quarterly board meeting: full board pack including strategy update, financials, customer/product metrics, people/culture, risk/compliance, and outlook.
Ad hoc updates: material events (e.g., cyber incident, M&A) within agreed notification windows.

Board pack checklist (copy this into your JD or board charter):

1) Cover memo with key decisions requested

2) KPI dashboard (financial, customer/product, people, risk)

3) Financial statements and variance analysis

4) Strategy and market update (competitor/regulatory)

5) People and succession update

6) ERM report and compliance status (audit items, cyber/privacy, ESG)

7) Committee reports and materials

8) Minutes and action item tracker

Committee Interactions

Audit Committee: internal controls, financial reporting integrity, ERM, cybersecurity, whistleblower.
Compensation Committee: executive compensation design, performance metrics, succession planning.
Nominating/Governance Committee: board composition, evaluations, governance policies, ethics/ESG.

Compensation: Salary, Equity, and Disclosure Notes

Set expectations with market-aware ranges, equity mechanics, and required disclosures that align with your ownership type and location. Use reputable sources and disclose your range methodology to meet pay transparency laws and build candidate trust.

Document assumptions early. Explain how geography, stage, and scope influence pay mix.

Market Ranges and Equity Mix (with sources)

Public companies: CEO total compensation often blends base, annual bonus, and majority long-term equity; use peer benchmarking from public proxy statements (SEC Form DEF 14A) and reputable surveys (e.g., Aon/Radford, Meridian).
Private/PE-backed: cash-competitive with meaningful LTI linked to value-creation (options or performance units), sized by entry/exit equity value.
Venture-backed: hired CEOs typically receive cash aligned to geography/stage and equity that vests over four years with performance triggers; benchmark via stage-specific datasets and investor guidance.
Nonprofit: compensation must align to mission and IRS reasonableness standards; reference Form 990 comparables.
Always cite sources used (e.g., OEWS “Chief Executives” for cash context, proxy peers, and third-party comp surveys) and indicate geography adjustments.

Clawbacks, Bonuses, and Long-Term Incentives

Clawbacks: listed U.S. companies must maintain Dodd-Frank/SEC Rule 10D-1-compliant clawback policies for erroneously awarded incentive pay.
Bonuses: tie to a balanced scorecard (financial, strategic, risk/safety) with threshold/target/max and board discretion parameters.
LTIs: mix of stock options, RSUs, PSUs; define performance metrics (e.g., TSR relative to peers, EBITDA CAGR, strategic KPIs) and vesting/holding requirements.
Change-in-control and severance: state double-trigger expectations and mitigation of excessive risk-taking.
Malus/forfeiture: enable pre-vest performance/behavior-related adjustments in PE/public contexts.

Pay Transparency and Posting Requirements

U.S. locations including CA, CO, NY (state/NYC), and WA generally require posting a good-faith pay range and a description of benefits; verify local rules before posting.
Provide the range methodology (e.g., market data, location differentials) and note factors that may influence the final offer (skills, experience, scope).
For EU, monitor the Pay Transparency Directive and national transposition timelines; align with equal pay and reporting obligations.
Include a brief disclaimer: “This range reflects reasonable estimates at the time of posting and may be adjusted.”

Modern CEO Scope: Digital, AI, and Cybersecurity Oversight

Signal contemporary leadership by naming AI, data, and cyber responsibilities with recognized frameworks. This clarifies board expectations and attracts candidates fluent in modern risk and opportunity.

Highlight executive ownership, KPIs, and reporting to the board. Make accountability explicit.

AI Governance and Data Ethics

Establish responsible AI policies aligned with frameworks (e.g., NIST AI RMF, ISO/IEC 42001) and applicable regulations.
Oversee model risk management, data privacy by design, and human-in-the-loop controls for critical decisions.
Ensure transparency, bias monitoring, and auditability; publish principles and escalation paths.
Assign executive ownership (e.g., CAIO/CDO) and a cross-functional AI governance council.
Track AI risk KPIs (drift incidents, bias findings, model changes) and report to the board.

Cybersecurity and Privacy

Govern cybersecurity via the NIST CSF (or equivalent), with regular board briefings on risk posture and material incident readiness.
Approve incident response and crisis communications playbooks; conduct at least annual tabletop exercises.
Ensure compliance with privacy laws (GDPR, CCPA/CPRA, sector-specific) and robust vendor/security reviews.
Monitor leading indicators (MTTD/MTTR, patch cadence, phishing resilience) and invest in resilience.
Clarify disclosure protocols consistent with applicable securities and data-breach regulations.

Fractional and Interim CEO Job Description Variant

Use this when you need senior leadership now with a defined scope, timeline, and transition plan. This variant clarifies decision rights, availability, and exit criteria before engagement.

Align expectations with the board and set a clear path to handoff or conversion.

When to Choose Fractional/Interim

Transitional periods: post-founder handoff, turnaround, or post-M&A integration.
Scope-limited needs: fundraising, go-to-market reboot, or operational stabilization.
Time-bound mandates: 3–9 months with weekly cadence and clear decision rights.
Governance fit: board-aligned objectives, conflict checks, and confidentiality/IP protections.
Engagement terms: retainer/day-rate, defined availability (e.g., 2–3 days/week), and success exit criteria.

Scope, Deliverables, and KPIs

Define 3–5 deliverables (e.g., 100-day plan, hiring key execs, cash plan, board-ready budget).
KPIs: runway extended to [X months], EBITDA variance within [±X%], key hires closed, churn reduced to [X%].
Operating rhythm: weekly sponsor check-ins, monthly board updates, decision log.
Knowledge transfer: transition dossier, playbooks, and shadow period with permanent CEO.
End date and options: renewal, conversion, or advisory handoff.

Localization and Global Title Equivalents

Write for clarity across jurisdictions and explain how titles map to legal roles. Clear labeling prevents confusion over statutory duties, indemnification, and board oversight.

Be explicit about officer status and coverage. Confirm D&O and indemnification where statutory director duties apply.

Title Variants and Reporting Lines by Region

UK/EU: “Chief Executive” or “Managing Director (MD)” commonly used; CEO/MD reports to the board and works with the company secretary on governance.
DACH/Europe: “Geschäftsführer” or “Vorstandsvorsitzende/r” depending on legal form; clarify statutory director duties.
APAC: “Managing Director,” “General Manager,” or “Representative Director” (Japan) with explicit legal accountabilities.
India/ANZ: “CEO” and “MD” may coexist; specify decision rights and board oversight to avoid ambiguity.
State legal labels: where “officer” status triggers statutory duties, state whether the CEO is a statutory director, and document indemnification/D&O coverage.

Downloadable Resources

Use these companion assets to accelerate your search and governance readiness. Each file is designed to copy, customize, and route for approval quickly.

Fill-in-the-Blank CEO JD (.docx/.pdf)

Includes stage/sector toggles, KPI menus, governance language, and pay-transparency placeholders.
How to use: select your company type, pick 6–8 KPIs, finalize compensation notes, and route for board approval.

Short Job Ad Version

One-paragraph mission, 5–7 outcome-focused responsibilities, qualifications snapshot, and pay range/benefits.
How to use: post to your priority markets with location-adjusted ranges and a link to your governance statement.

Board Report Checklist

One-page checklist with required sections, decision logs, KPI definitions, and deadlines.
How to use: attach to the board calendar; CEO/CoSec confirm readiness 5–7 days before meetings.

FAQs

Use these quick answers to keep your posting compliant and your process aligned with board governance.

Who does the CEO report to?

The CEO reports to the Board of Directors. In founder-led companies, a founder may serve as both CEO and board chair. Where an executive chair exists, clarify decision rights and escalation paths in the JD and governance docs.

Document these in board charters and onboarding materials.

How should a CEO JD differ from a President or COO?

CEO: sets strategy, owns capital allocation, and is accountable to the board for enterprise performance and risk.
President: often owns markets or corporate functions; can act as second-in-command or regional head.
COO: owns day-to-day operations and delivery against the operating plan; execution leader across functions.

Do we need to post a salary range for CEOs?

If hiring in jurisdictions with pay-range posting laws (e.g., CA, CO, NY/NYC, WA), yes. Post a good-faith range with benefits. Even where not required, posting ranges supports equity, candidate trust, and faster closes.

Include your methodology and factors. Always verify local rules before posting.

What legal language belongs in a CEO JD?

Include:

At-will employment (where applicable).
EEO/affirmative action statements.
Reasonable accommodation language.
Background check/eligibility notices.
Confidentiality/IP expectations.
Governance notes (board reporting, committee interactions).
Compliance with laws such as SOX for public companies.
Pay-transparency disclosures as required.
Reference to the clawback policy where applicable.

Ensure indemnification and D&O coverage are documented where statutory director duties apply.

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Notes and sources to consult:

SEC (SOX 302/404; Rule 10D-1 clawbacks; cybersecurity disclosure rules).
Public proxy statements (Form DEF 14A) for benchmarking.
Reputable compensation surveys (e.g., Aon/Radford, Meridian).
IRS/Form 990 for nonprofit comparables.
Frameworks like NIST CSF and NIST AI RMF for cyber/AI governance.
Always verify local legal requirements before posting.