Executive Assistant to the CEO

Part-time and in person. Open to students at any New Haven area school.

Front row on AI

Most students use AI to finish assignments. A smaller group uses it to build things. Almost nobody your age uses it to run a company. That last one is this job.

GPC is an AI transformation firm in New Haven. We teach mid-market companies how to work with AI until they cannot remember running without it. Our partners are seafood distributors, manufacturers, construction firms, agencies. Companies with real revenue, real payroll, and nobody on staff who knows what a model can do. Grant Hushek runs operations and fulfillment here. He is also still in the room on the consulting work. That is the problem you solve.

What you will actually do

Grant gets pulled in from every direction. Slack, ClickUp chat, email, partner calls, hallway conversations, dinner. Most of what reaches him needs either a decision, a response, or coordination. Right now those things queue up in his head and some of them fall out. Your job is to catch every one, hold it, and bring it back to him in a single organized pass.

You are in the room with him three days a week. You bring the list. You record the conversation. He decides. You leave with the recording and turn it into action: the draft, the message, the task, the update, the follow-up to the person who has been waiting since Tuesday. He juggles. You juggle. He throws, you catch, you throw it back.

You will narrow a question before it reaches him. Savannah says we need copywriting. You find out why, what it would cost, who else it touches, and whether the accountant has cleared the spend. Then you bring Grant one decision instead of five questions. That habit is most of the job.

You will also own the traditional executive support that keeps Grant focused on the work only he can do.

You will manage his calendar and scheduling. You will coordinate meetings, move things when priorities change, resolve conflicts, protect focus time, and make sure the right people, links, locations, and context are attached before the meeting starts.

You will handle travel and logistics. Flights, hotels, ground transportation, restaurants, event registrations, reservations, confirmations. If Grant is supposed to be somewhere, the logistics should already exist.

You will prepare him for important meetings. That might mean pulling together the relevant documents, identifying the decisions he needs to make, confirming who is attending, or making sure he knows what happened in the thread before he walks into the room.

You will handle the administrative work that does not need Grant’s brain: forms, registrations, confirmations, document collection, receipts, routine coordination, and the dozen small things that individually take ten minutes and collectively eat a CEO’s day.

You will build as you go. A job posting that needs to go live in Ashby. A ClickUp view that shows what is stuck. A Claude skill that does next week's pull for you so you never do it by hand again. We expect you to automate your own work while you learn it. The people here who move fastest turn a task they did three times into a system they never do again.

You are not taking over the jobs of the people around Grant. Project managers still own projects. Operations still owns operations. Functional leaders still own their work. Your job is to make sure Grant has what he needs from those people, that they have what they need from him, and that nothing requiring his attention disappears between the two.

You will also carry one special project of your own. The first one is standing up our event-based marketing motion. It is yours to scope, build and ship, with help.

What this is not

This is not a role where AI means asking a chatbot to write something for you.

This is not a role where someone hands you a task list every morning.

This is not a remote job, and it is not a summer internship.

This is not a role where you avoid hard conversations.

This is also not a role where “executive assistant” means waiting for Grant to tell you every meeting to schedule, every reservation to make, or every loose end to close. The goal is that you start seeing those things before he has to ask.

Who you are

You finish things nobody assigned you. Somewhere in your life there is a thing that exists because you decided it should and then built it. A club, a tool, a newsletter, a side business, a script that saved your team six hours.

You chase adults down. A senior engineer owes an update and has not sent it. You send the second message, and the third, and then you walk over. Slack huddle if they are remote. You do it politely and you do not stop. If that makes you uncomfortable, the rest of this job will too.

You notice details before they become problems. A meeting moved but the calendar invite did not. The hotel is twenty minutes from the event instead of five. Grant needs a document for tomorrow morning and nobody has sent it yet. You catch things early enough that they stay small.

You are comfortable owning logistics. Scheduling five people does not overwhelm you. Travel changes do not make you freeze. You can take a vague request like “I need to be in New York Tuesday” and turn it into a complete plan.

You build with the models, not just inside a text box. Maybe you have written a Claude skill or an automation. Maybe you have wired two tools together with an API and duct tape. What matters is that you treat AI as something you take apart, not something you type into.

You hold a lot of context without losing it. Ten threads running, each at a different stage, each with a different person waiting. You know where every one of them sits without opening a file.

You are organized in a way other people can see. Your system does not have to be pretty. It has to be legible to someone else in thirty seconds.

You are in the building. Twenty hours a week, and at least twelve of them at 470 James Street across three days, four hours at a stretch. This job runs on being in the room, so the schedule is the part we will not bend. Bring us your class schedule and we will build the blocks around it.

What you get

A founder who will pick up the phone for you later. Grant will write a letter, take a call, and make an introduction. That does not expire when the job does.

Real tooling and real training. Claude, the GPC skill library, the methodology we sell to companies paying tens of thousands a month for it. You will be able to build things most graduates cannot.

A build with your name on it. At least one system you scope, ship and own. Not a line on a task list. A thing that keeps running after you walk out.

And a resume you did not pad. There are no bystanders at GPC. Whoever takes this seat is going to make the place better and be better because of it.

The culture, honest version

We are ten people. There is no playbook waiting for you. Parts of it you will write.

Be decent, be direct. Hard feedback arrives fast here, and it arrives to your face. Grant will tell you when something was not good enough. You are expected to do the same back. We still say please and thank you.

Passion for modern solutions. Curiosity is the hiring bar. The question we ask most often is whether a model could do this part, and we want someone who asks it before we do.

Empathetic ownership. Our partners are multigenerational companies with people whose jobs are changing. We do not break what already works. When you own something here, you own what it does to the person on the other end of it.

Build, sharpen, scale. Do it once by hand. Do it twice and write it down. Do it three times and it should be a system.

We care about companies actually changing how they work. Not AI theater. Not a dashboard nobody opens. A person who used to spend Thursday on a spreadsheet and now does not. If that distinction matters to you, you will fit here.

The logistics

The first 30 days are a paid trial at the same rate, doing real work from week one. No invented projects. At the end of 30 days we both decide out loud whether this continues. The scorecard below is what we will decide against, and you get it before you start so nothing is a surprise.

Passing the scorecard earns you standing authority to manage routine scheduling, logistics, administrative coordination, and internal follow-up on Grant's behalf. Anything partner-facing, commercially binding, or financial still routes through Grant unless authority has been explicitly delegated. That is how trust gets built here, in the open instead of assumed.

You will see the real inside of the business: the CRM, the project boards, active SOWs, partner conversations, calendars, and in some cases financial detail. That access is the education, and it comes with an obligation. You sign an NDA before day one.

Pay is $20 per hour for 20 hours a week, W-2, through GPC. That rate holds for the duration of the role. Three of those days are in person at 470 James Street in New Haven, four hours minimum each day, scheduled inside the 8:00am to 7:00pm window Grant keeps. The rest of your hours are flexible. There is no fixed end date. This runs as long as it works for both of us.

The 30-day scorecard

Week 1 · Absorb You shadow Grant, learn his calendar and working rhythm, read the active SOWs, learn ClickUp and the CRM, and meet the team. Your deliverable is a written map of every open loop you can find and who owns each one, plus a clear system for how you will manage Grant’s calendar, scheduling requests, decisions, and follow-ups. Green flag: Your map surfaces something Grant had forgotten, and by the end of the week you are already taking routine scheduling and coordination off his plate. Red flag: You waited to be told what to look at or Grant is still coordinating basic logistics himself.

Weeks 2 and 3 · Take the handoffs You run the decision list, record the working sessions, and execute what comes out of them. You begin owning routine calendar management, scheduling, bookings, meeting preparation, and administrative coordination. You chase at least three people for things Grant is waiting on. Green flag: Nothing you were handed goes stale, Grant stops needing to think about routine scheduling and logistics, and you escalate the things that genuinely require his attention. Red flag: Work sits in your court quietly, a thread drops, or Grant still has to remind you about the administrative details you are supposed to be carrying.

Week 4 · Run it You own Grant's operating layer end to end: calendar, logistics, open loops, decision list, follow-through, and routine administrative coordination. You bring Grant a queue already narrowed to choices. You ship one build, however small, that removes a manual step from your own work or his. Green flag: Grant goes a full week without reconstructing a request himself, chasing down routine scheduling, or personally keeping track of something you should have been holding. Red flag: He is still the one holding the list, coordinating his own logistics, or reminding you what needs to happen next.

At the end of week 4 we talk, and one of us says continue or one of us says stop. Either way you get the reasons.

How to apply

Apply through our Ashby posting with two things.

1. Your resume, or your LinkedIn. We are not particular about format.
2. A short note, under 400 words, answering one question: What is the hardest problem you have solved? Any problem counts. Technical, logistical, social, personal. We are reading for how you thought about it, what you tried that did not work, and what you did when it got uncomfortable.