Chief of Staff, Operations

Interface daily with Engineering, Commissioning, Production Engineering, O&M, HSSE, Supply Chain, and Finance to keep workstreams aligned and unblocked

Coordinate with external partners — OEMs, owner’s engineers, and vendor field service personnel — on behalf of Fervo leadership

Run cross-functional meetings: set agendas, drive decisions, capture action items, and follow them through to closure

Translate between disciplines so that engineering, operations, finance, and executives are working from the same picture

Own ongoing tracking of CapEx and OpEx budgets, AFEs, and actuals across owned workstreams; build and maintain monthly spend forecasts and variance analyses

Develop and refine cost models for Cape Station and follow-on plants — CapEx, OpEx, and lifecycle — in support of investment-grade forecasting and project decision-making

Manage vendor purchase orders, invoices, and accruals against scope and progress; flag commercial risk before it becomes a dispute

Prepare executive budget summaries, AFE narratives, and variance commentary that stand up to scrutiny from the ELT, the board, and external stakeholders

Track schedule, cost, and risk metrics across owned workstreams; produce the data and analysis leadership uses to make decisions

Maintain risk registers, RAG status reports, and 2-, 4-, and 8-week look-aheads. When a metric goes red, you bring a recovery plan, not a status update

Build executive-facing PowerPoint deliverables, briefing memos, and one-page summaries — clear, dense, and decision-ready

Identify duplicated effort, redundant approvals, and friction in current workflows; eliminate the unnecessary first, then simplify what remains

Build reusable templates, trackers, and standard operating procedures so that each successive plant begins with the accumulated advantage of those that came before it

Codify what works into Fervo’s playbook for plant delivery; treat every Cape Station deliverable as reusable IP for the next site

Question every inherited requirement — trace it to its source, and if no rationale can be established, treat it as a candidate for elimination

Integrate AI tools into daily workflows to drive efficiency across reporting, cost tracking, scheduling, and cross-functional coordination; model their use for the broader operations team

Identify and lead special initiatives that fall outside existing functional lanes — process redesign, technology adoption, capability-building — and drive them to completion with the same ownership expected of core workstreams

Draft executive communications, ELT QBR content, board materials, and regulatory submissions on behalf of leadership

Liaise with internal stakeholders (Engineering, Commissioning, Operations, Finance, HSSE, ELT) and external (OEMs, regulators, owner’s engineers) with discretion and judgment

Translate field reality into reporting that is concise e