How to get hired as an executive assistant in 2026-27

Three different jobs are posted under this title, and the resume differs for each

Executive assistant covers work that has little in common beyond a calendar. Before you write a word of a resume, decide which version you are going after, because the proof each one wants is different.

The first is executive assistant to a single senior executive at a mid-sized or large organisation: one principal, a board or leadership cadence, confidential material, heavy travel, and a standing seat near the centre of the company. The second is support to a group, two to four vice presidents or an entire function, where the job is more process and queue management and less political judgment. The third is the startup or founder assistant, where the role absorbs office management, culture, vendor contracts, recruiting logistics and often a slice of the founder's personal life, and where the title understates the scope. A fourth market sits alongside these: the private or family office personal assistant, hired through boutique agencies, mixing household and business work, with near-constant availability and NDAs that are enforced.

Then there are the specialised variants, which are separate hiring markets with their own vocabulary. Legal executive assistants and legal secretaries work with docketing, court e-filing calendars, engagement letters and privilege. Medical and clinical administrative roles run scheduling systems under HIPAA. Public sector assistants work where the calendar and the inbox are public records subject to open records and open meetings law, which changes what can be written down at all. University and health system assistants support deans, chairs and chief medical officers through formal committee structures.

Large employers also retitle the role to signal partnership: Google uses Executive Business Partner, and other companies use variants on administrative partner or executive operations. Treat the retitle as information about what they want, not as marketing. A posting that says partner and then lists only booking and expenses is a clerical role wearing a better jacket, and a posting that says assistant and then asks you to run the staff meeting and the board pack is the senior job.

• Read the posting for who you report to and who you support. One named C-level executive means judgment and discretion will be the screen. Three vice presidents means throughput and process.
• Count the verbs with ownership in them. Manage, own, decide, represent and lead indicate the business partner version. Assist with, coordinate and support indicate the queue version.
• Look for board, committee, earnings, offsite, investor or diligence language. That signals material non-public information and a tougher reference check.
• Look for office management, facilities, culture and vendor language. That is the startup version, and it is a different resume.
• If the posting names Concur, Navan, Coupa, Diligent or Cvent, the organisation is large enough to have process. If it names Notion, Ramp and Slack, it is not.

How executive assistant hiring actually works, and why applications alone underperform

This role is filled through intermediaries more than almost any other professional job. A great many permanent executive assistant seats begin as a temporary or temp-to-hire assignment through a staffing firm, because an executive would rather discover fit over three weeks than over a 45-minute interview. Robert Half and the administrative-specialist boutiques in your city (there are agencies in New York, London, San Francisco, Los Angeles and Dubai that place nothing but assistants) hold roles that never reach a job board. Registering properly with three of them is worth more than any amount of volume applying, and registering properly means a real intake interview, their skills tests, a current rate you can state, and two referees they can call.

Know what the agency intake actually involves so you do not waste the slot. You will be asked your exact scope (how many executives, at what level, what you owned), your current and target rate, your notice period, and your availability for temp work. You will usually sit a short Word, Excel and Outlook assessment, sometimes a typing or data entry test, and sometimes a written exercise. Consultants rank candidates they have personally assessed, so a good intake plus a good test result puts you in front of roles the same week.

The second channel is referral, and it moves in two directions. Executives who move companies try to bring their assistant, and when they cannot, they ask their new peers' assistants who is good. The assistant community is small, well connected and talks constantly. Being known to four other assistants at companies you want to work for is a hiring pipeline.

The third channel is internal. Companies promote the coordinator who already handles the department into the executive assistant seat when it opens, because the trust problem is already solved. If you are inside an organisation you want to stay in, say out loud to HR and to the executive's current assistant that you want the next opening, and then make the case with work rather than with the conversation.

The stages, where a formal process exists, run roughly like this. A recruiter screen that tests whether you can talk about scope and systems without reading a script. A practical exercise, which may be sent as a take-home or run live: a week of calendar with three conflicts, a drafted decline, a four-city international itinerary with a visa problem in it, an expense report containing a policy violation, or a spreadsheet task. A long conversation with the executive, usually unstructured, often about nothing on the job description, because they are deciding whether they want this person in the room when they are tired and behind. A set of meetings with the people who will depend on you: other assistants, the chief of staff, the finance partner, sometimes a board liaison, any of whom can sink you by saying you were difficult. Then references.

References here are not a formality. Expect backchannel calls, including to people you did not list, and expect at least one of them to be asked a version of this: would you have given this person your passwords, your calendar and your unannounced results? Warm up the executives you supported before you start interviewing, give them the one-paragraph version of what you want them to confirm, and tell them when a call is coming.

In the UK, Europe and the private household market, a paid trial day is normal and you should treat it as the real interview. Arrive having read the executive's public commitments, their company's last announcement and the names of the people who email them most.

Speed varies more than in most fields. A temp placement can start in 48 hours. A chief executive's assistant search at a public company can take a couple of months and involve the board's corporate secretary. A founder who has already decided will make an offer the same week.

• Register with three administrative-specialist agencies, not generalists, and sit their skills tests properly. Consultants rank candidates they have personally assessed.
• Say yes to temp and maternity-cover contracts at organisations you want. They are the main side door into the permanent seat.
• Tell four assistants at your target companies that you are looking. They hear about openings before the posting exists.
• Write your prioritisation rule down before the first interview, because you will be asked to explain your reasoning, not just your answer.
• Brief your references before the first interview, including which executive you want called and what you want them asked.

Credentials: nothing is required, so this is what actually gets screened

Because no credential gates the role, screening falls on four things: verifiable scope, systems depth, a reference who will vouch for discretion, and the practical exercise. Spend your preparation there.

Certification helps in two specific situations and almost nowhere else. The first is a public sector or large institutional employer whose HR scoring sheet awards points for CAP or PACE, in which case it is worth the exam. The second is a career changer with no administrative title yet, where a certification plus a Microsoft Office Specialist pass in Outlook and Excel gives a screener something concrete to point at. Nobody with eight years supporting a chief financial officer needs a certificate, and no certificate substitutes for the eight years.

Systems depth is screened more rigorously than people expect, and a generic claim of proficiency in Microsoft Office reads as a gap. What a competent executive assistant can do is administrative in the technical sense: delegate access and send-on-behalf permissions in Exchange or Google Workspace, shared mailboxes, room and resource booking, recurring series that survive time zone changes, rules and quarantine, Teams or Zoom webinar setup with panellists and registration, document version control and retention settings, an approval workflow in Concur or Navan, a mail merge that goes to a few hundred board-adjacent contacts without a visible error, a pivot table, and a conditional-format tracker that another person can actually read. Say those things by name.

Degrees are not required and are not usually a differentiator, with two exceptions: some public institutions and some non-US employers use a degree as a pay-band or visa gate, and support to a technical, legal or medical executive sometimes wants the subject vocabulary that a degree supplies. A second language is a genuine differentiator in international roles and should be on the resume with the honest level, not inflated, because it gets tested.

Typing and Office speed tests still exist, but they live at the agency, not at the employer. An agency will measure your words per minute and your Excel speed to grade you against their other candidates, so practise before the appointment. Almost no hiring manager screens on typing speed, and shorthand has not been a screen for decades. If a posting asks for shorthand or a words-per-minute floor, read the rest of it for other signs that the job description was written in 2003 and never revised.

• CAP (IAAP) and PACE (ASAP) are the two exam-based credentials with recognition. Useful for institutional scoring sheets and career changers, optional otherwise.
• Microsoft Office Specialist is cheap, fast and verifiable: Associate level in Outlook, Expert level in Excel. Check the current exam line-up before booking, because versions retire.
• A notary commission pays for itself in legal, finance, real estate and corporate secretary settings, and the time to get one varies a lot by state.
• An active security clearance is the only credential in this field that functions as a hard gate, and only an employer can start one for you.
• Name systems at administrator level, not user level: delegate access, shared mailboxes, resource calendars, approval workflows, retention settings.

Where the jobs are, and the routes in that actually work

There are five routes that reliably produce an executive assistant offer, and volume applying is not one of them.

Route one, internal promotion. You are already the coordinator, receptionist, team assistant or office administrator. You take over one thing that belongs to an executive (the staff meeting agenda, the offsite, the onboarding of their new hires, the monthly report pack), do it visibly well for two quarters, and then ask for the title when the seat opens. This is the fastest route and the most under-used.

Route two, agency temping. Register properly, accept assignments at organisations on your target list, and be the temp who leaves the inbox and the filing better than they found it. Hiring managers convert temps because the risk is already retired.

Route three, following an executive. Assistants move with their principals. If you support a director who is likely to be promoted or poached, you are on a moving staircase. Make yourself the person they would call from the new job.

Route four, the adjacent-industry transfer, which works when you translate the work rather than listing it. Hotel front office and concierge experience is executive assistant experience: competing demands from senior people, discretion about guests, vendor relationships, crisis recovery, no visible error permitted. Airline gate and crew scheduling is time zone and disruption management under a clock. Military administrative and personnel roles are this job with stricter records handling and often a clearance attached. Teaching is stakeholder management, scheduling and written communication to people who will not read anything long. Event production is logistics with hard deadlines and budget ownership. Clinic and surgical scheduling is triage with real consequences. Write the bullet in executive assistant vocabulary, keep the real nouns, and the screener will see it.

Route five, the newly funded company or the newly promoted executive. An assistant is an early hire after a funding round, and a newly promoted vice president is suddenly drowning. Watch funding announcements and internal promotion news in your city, then write to the executive directly. The email that works is short and specific: one line that names the promotion or the round and where you saw it, three bullets naming what you would take off their plate in month one (inbox triage rules, the leadership meeting and its follow-up log, travel and expenses), one line of proof that you have done it at that level before, and one line offering a 20-minute call or a paid trial day. No attachment, no paragraph about your passion for organisation.

Where to look, concretely: company career pages for the employers you actually want; the rosters of administrative-specialist agencies; LinkedIn and Indeed with alerts on the title variants, including Executive Business Partner and Executive Administrative Assistant; USAJOBS for federal roles under series 0318, 0303 and 0301; state, county, city and school district job portals, which run genuinely open and scored processes; university and health system HR sites, where the posting will tell you the pay band; and professional communities of assistants, which circulate openings before anyone posts them.

• Pick ten target employers and watch their career pages weekly. Executive assistant openings are filled fast and often close within days.
• Set alerts on every title variant: Executive Assistant, Senior Executive Assistant, Executive Business Partner, Executive Administrative Assistant, Executive Support Specialist, Personal Assistant, Office of the CEO.
• Public sector and university postings are the part of this market that really reads applications from strangers. They also publish the pay band.
• For a career change, rewrite three bullets from your current job in executive assistant language before you apply anywhere, and keep the real nouns in them.
• Write directly to newly promoted executives and recently funded founders: one line on the news, three bullets on what you would take off their plate in month one, one line of proof, one line proposing a short call or a paid trial day.

The resume: scope, seniority, systems, and the lines that get ignored

An executive assistant resume is read in about twenty seconds by someone looking for four things: who you supported, how big the operation was, which systems you ran it on, and whether you made decisions. Everything else is filler.

Put the seniority of the people you supported in the job title line or the first bullet. Executive Assistant to the Chief Financial Officer of a 1,400-person company tells a screener more than six bullets about coordinating meetings. If you supported more than one person, say how many and at what level. If the executive owned a budget or a region or a function, name it, because your scope inherits theirs.

Quantify what you actually counted, and only that. Executives supported. Direct reports in their organisation whose logistics passed through you. International multi-leg trips per year. Board or committee meetings prepared, and whether you produced the pack. Offsites and events, with headcount and budget. Monthly expense volume. Calendars managed across how many time zones. Vendors onboarded. Candidates scheduled for a hiring loop. If you do not know the number, do not invent one: write the shape instead (weekly leadership meeting for the eight-person executive team, including agenda, pre-reads and follow-up log) and the shape will do the work. An invented number is the one thing on this resume that can be caught in the interview.

Show two or three decisions you made without asking. This is the single biggest differentiator between a clerical resume and a business partner resume. Declined inbound meeting requests against a written priority rule agreed with the chief executive, escalating only the exceptions, and reported the volume monthly: that is a decision, and if you kept the count, put your real figure on it. Managed the chief executive's calendar is a duty. Both describe the same work, and only one gets interviewed.

Name systems exactly. Outlook and Exchange or Google Workspace, and what you did at admin level. Teams, Zoom or Webex, including webinars and panellists if you ran them. Concur, Navan, TravelPerk or an agency desk. Expensify, Ramp, Brex, Coupa. DocuSign or Adobe Acrobat Sign. Board portals such as Diligent or Nasdaq Boardvantage if you have touched them, because very few candidates have. Asana, Notion, Smartsheet, Airtable, Monday, Jira. Cvent or Eventbrite. Workday, Rippling or SAP SuccessFactors for the HR tasks that land on you. Salesforce or HubSpot if you maintained anything in them. Microsoft 365 Copilot, Gemini for Workspace, and the meeting-notes tool you actually run. A posting's keyword list is usually a subset of this. Mirror the words they used.

Say what you were trusted with, carefully and without detail. A line such as handled board materials, executive compensation data and pre-announcement financial results establishes clearance-grade discretion without disclosing anything. Do not name a deal, a person or a number.

Tenure counts for more here than in most fields. A five-year stint supporting one executive reads as proof, not as stagnation, and promotions within an assistant track (coordinator to executive assistant to senior executive assistant) should be shown as separate lines so the progression is visible. If you have a short stay, give it a neutral one-line reason, because the gap will be asked about and silence reads worse than a plain statement that the executive left and the role was eliminated.

What gets ignored or actively hurts: an objective statement; detail-oriented, highly organised, self-starter, wears many hats and go-getter; proficient in Microsoft Office; skills bars and rating stars; typing speed; a duty list with no scale attached; and three pages of bullets that never say who you supported. Photographs are market-specific: leave the photo off in the US, the UK, Canada and Australia, where it invites a bias objection and some systems strip it, and include a plain head and shoulders photo in much of continental Europe, the Gulf and the private household market, where its absence looks evasive. A screener reading forty of these can see the difference between a resume written from a job description and one written from a job.

• First line of each role: who you supported, at what level, in an organisation of what size.
• Three to six bullets per role, at least two of which contain a decision you made rather than a task you performed.
• Numbers you genuinely counted: trips, board meetings, headcount supported, event budget, expense volume, time zones.
• Systems by exact name, at the level you used them, matched to the words in the posting.
• One line on the category of confidential material you handled, with no identifying detail.
• Two pages maximum, one if you have under five years. No objective, no skills bars, no typing speed. Photo off in the US, UK, Canada and Australia; photo on in much of continental Europe, the Gulf and household roles.

The interview: what the calendar exercise is really testing

Almost every serious executive assistant loop contains a practical exercise, and almost every candidate misreads it as a puzzle with a correct answer. It is not. It is a test of whether you have a stated rule, whether you know where your authority ends, and whether you can be relied on to act rather than to forward the problem upward.

Write your rule down before the interview, in order, and be ready to say it in one breath. A defensible default, which you should adapt rather than recite: external commitments with a cadence that is hard to rebook (board, regulator, customer, a candidate at final stage); anything with a legal or filing deadline; the executive's one-to-ones with their direct reports, because cancelling those twice costs more than it looks; internal meetings where the executive is the decision maker; internal meetings where the executive is one attendee among many; everything else. Protected thinking time outranks the last two and nothing above them. Then write your escalation threshold, which is the shorter list: anything that changes whether a deal, a filing or an announcement happens, anything involving a person issue among their direct reports, press or a regulator, and family. Nothing else is worth an interrupted flight.

The classic exercise: the executive is double-booked. A board member wants 30 minutes at the only time available, the all-hands rehearsal is already in the slot, and the executive is on a plane and unreachable for four hours. A weak answer picks one and stops. A strong answer says the rule out loud, acts, and reports. The board member gets the slot because an external commitment with a cadence outranks an internal rehearsal that can be compressed. The rehearsal moves to 7:30am with a note to the three people affected and the deck circulated in advance so the rehearsal is shorter. The executive gets a three-line message on landing that says what was done rather than asking what to do. The one judgment that was genuinely not yours, whether to tell the board member the executive was in the air, was left alone.

The other exercises to be ready for, each testing something specific. A trip collapses at 11pm, which tests whether you have a fallback habit and whether you rebook before you report. Draft a decline to a senior person on the executive's behalf, which tests written tone and whether you can be warm and final in four sentences. An employee asks what the closed-door meeting was about, which tests whether you can decline without implying there is something to decline. A vendor or an internal director tries to route around you to the executive directly, which tests whether you will hold a boundary without making an enemy. The executive ignores your pre-read and walks in cold, which tests whether you blame them. An expense report contains a clear policy violation by someone senior, which tests whether you will say so and to whom. You are asked to book something personal that is legal but awkward, which tests whether you know your own limits and can state them calmly.

Bring one artefact. Almost no candidate does, and it ends the question of whether you can write: a one-page briefing note for a real day of meetings with every name and number changed, a four-city itinerary with the fallbacks marked, or the one-page document you used to agree working rules with your last executive. Scrub it properly, say out loud that you have scrubbed it, and hand over a printed copy rather than a file.

The discretion question is always asked and is usually asked badly, as a request for a time you handled confidential information. Have a real answer with the identifying details removed, structured as the situation, the specific thing you decided not to say or not to write down, and who you did tell. A candidate who answers with a vivid story containing enough detail to identify the company has failed the question by answering it.

Then the executive conversation, which is mostly not about the job. They are testing whether they can stand having you next to them at 6:40am. That means chemistry is a legitimate criterion and not an unfair one, and it means you should also be assessing them, because an executive who is contemptuous of their last assistant in an interview will be contemptuous of you in eleven months. Ask what their last assistant did best and what they wish had been different. Ask how they want bad news delivered. Ask what they want to stop doing in the next six months. Those three questions make you read as a partner faster than any statement about being proactive.

Finally, the stakeholder panel. The chief of staff, the finance business partner, other assistants, maybe a direct report. They are deciding whether you will be a help or a wall. Be specific about how you handle their requests, and offer the thing they all want: a predictable, published rule for getting time, so they stop having to beg.

• Say your prioritisation rule out loud before you give your answer, and name your escalation threshold.
• Act, then report. Any answer in which you only ask the executive what to do loses to an answer in which you decided and told them.
• Have one discretion story prepared with every identifying detail stripped out, including the industry if the industry would identify it.
• Bring one scrubbed artefact on paper: a briefing note, an itinerary with fallbacks, or your working-rules page.
• Prepare one sentence of context that proves you read beyond the careers page: a recent announcement, the executive's remit, who their board reports to.
• Ask what their previous assistant did best, how they want bad news, and what they want to stop doing. Listen very carefully to the answer about the previous assistant.
• Treat the stakeholder panel as customers. Offer them a published way to get time rather than promising to be flexible.

Pay, level, overtime, and the four things to negotiate besides base

Pay for this role is driven less by your experience than by four external facts: the seniority of the person you support, the industry, the city, and whether the employer is public, private or a household. The same skills pay very differently supporting a vice president of marketing at a non-profit and supporting a managing partner at a private equity firm. Private equity, hedge funds, investment banking, law firms and large tech pay at the top of the range and ask for availability to match. Non-profits, education and local government pay less and publish their bands.

Get your number from the sources rather than from an aggregator average: BLS OES 43-6011 for your metro, posted ranges in pay-transparency jurisdictions for this title at your target company size, published salary schedules and state salary databases for public employers, the GS table with locality for federal, and IRS Form 990 Part VII for the senior staff of large non-profits, which tells you what the surrounding roles are worth. Agency consultants will also tell you the real current rate for your city and your exact scope if you ask them directly, because knowing it is their job.

Confirm exempt or non-exempt status in writing before you accept, because in a role with genuine evening and weekend work it can separate two meaningfully different annual earnings. Non-exempt is not an insult. It means the law pays you for the hours you actually work.

Four things are worth negotiating as hard as base pay. First, the title: Senior Executive Assistant, Executive Business Partner or Chief of Staff on your record changes what the next employer thinks you did, and it is often cheaper for a company to give than money. Second, the after-hours expectation, in writing: which hours you are expected to be reachable, through which channel, and what counts as an emergency. An unwritten expectation always expands. Third, coverage: who does your job when you are on holiday, and whether you are genuinely off. An executive assistant with no backup never takes leave. Fourth, scope of personal work: whether the executive's family, household and personal finances are in your remit, and if they are, that it is written down and paid for rather than assumed.

Also ask for a professional development budget, for the equipment and phone stipend if you are expected to be reachable, for travel compensation or time off in lieu if you travel with the executive, and for clarity on onsite days. Be realistic about the last one. This is one of the most presence-biased roles in any organisation, because a lot of the value is physical proximity and reading the room. Fully remote executive assistant jobs exist, mostly at distributed companies, with founders in another time zone and at virtual assistant firms, and they are a smaller and more competitive market that usually pays less.

• BLS OES 43-6011 at metro level, posted ranges in pay-transparency jurisdictions, public salary schedules, GS plus locality. Not aggregator averages.
• Ask an agency consultant for the current rate in your city for your exact scope. They know and they will tell you.
• Get exempt or non-exempt in writing before accepting, and understand what it means for a role with evening work.
• Negotiate the title, the after-hours expectation in writing, holiday coverage, and whether personal and household work is in scope.
• Expect onsite expectations to be high. Treat a fully remote executive assistant role as a different and more competitive market.

Reading as a business partner rather than clerical, without overclaiming

This is the thing most candidates are actually asking about, and the answer is not vocabulary. You cannot call yourself a strategic partner into existence, and the words make it worse. What changes how you are read is which outcomes you own and how you talk about them.

Own outcomes, not queues. A queue is the calendar, the inbox, travel. An outcome is the weekly leadership meeting, including the agenda, pre-reads, decisions captured and follow-through chased; or the quarterly offsite, end to end, with budget; or the first two weeks of every new hire on the executive's team; or the board pack, assembled, version-controlled and distributed on time. Pick one or two, take them completely, and your resume and your interview answers change by themselves.

Bring recommendations with a default rather than questions. Asking whether the executive wants to meet the regional team this month is clerical. Telling them you have held Tuesday the 14th from 2pm to 4pm for the regional team, with Rina presenting the pipeline, unless they would rather do it after the forecast call, is partnership. The format is: here is what I have already done, here is the one decision that is yours, here is the deadline on it. Executives hire assistants who reduce the number of decisions they have to make, not assistants who route decisions to them faster.

Stop asking permission for reversible things. Agree a written list in your first month of what you decide alone, what you decide and report, and what you escalate. A one-page document on how the two of you will work together, drafted by you and agreed in week two, covering priority rules, response time expectations, how you will handle inbound meeting requests, what you can decline on their behalf, and how they want bad news, is the single most business-partner thing an executive assistant can do, and almost nobody does it.

Measure something. Weekly meeting load and how it changed. Time protected for focused work. Expense policy exceptions prevented. Travel cost per trip. Days from request to answer for the people who need the executive's time. Numbers are how the rest of the organisation recognises that a function is being managed, and they give you something to say in the next interview that is not a duty.

Say no to the organisation on the executive's behalf, and own it. An assistant who makes the executive deliver every refusal is creating work. An assistant who declines clearly, warmly and without hiding behind the executive is doing the job. This is also the part most likely to be tested in the stakeholder panel.

Do not overclaim. If you did not run the board pack, do not imply you did. If you were in the staff meeting taking notes rather than setting the agenda, say that, because the follow-up question will find out. And do not disparage the clerical half in an interview. Booking, expensing, filing and room logistics still exist, they still have to be flawless, and an executive who hears contempt for the basics hears a candidate who will be sloppy with them.

Where it goes next, if you want it to: chief of staff, business operations, program or project management, event production, HR operations, facilities and workplace, or corporate secretary and board support, which is an under-known and well-paid path for an assistant who has handled board materials for a few years. The assistant seat next to a senior executive is one of the best vantage points in any company for learning how decisions are actually made. People who use it that way move. People who wait to be noticed do not.

• Take complete ownership of one or two outcomes: the leadership meeting, the offsite, the board pack, onboarding on the executive's team.
• Replace questions with recommendations that have a default and a deadline.
• Write a one-page working-rules document in your first month and get it agreed: priority rules, escalation, what you decide alone, how they want bad news.
• Measure something and report it monthly, even if nobody asked.
• Deliver refusals yourself instead of routing them through the executive.
• Claim exactly what you ran, and never speak dismissively of the administrative basics.

What a screen is looking for

These are the terms that a resume screen, human or automated, is matching against for this role. Use the ones that are true of you, in the words the posting uses.

• Executive assistant
• Executive assistant to the CEO
• Senior executive assistant
• Executive business partner
• Executive administrative assistant
• Administrative assistant
• Personal assistant
• Executive support
• C-suite support
• Calendar management
• Complex calendar management
• Diary management
• Inbox management
• Email triage
• Gatekeeping
• Meeting coordination
• Executive scheduling
• Time zone coordination
• Travel arrangements
• Domestic and international travel
• Multi-leg itineraries
• Travel policy
• Expense reports
• Expense reconciliation
• Purchase orders
• Invoice processing
• Vendor management
• Budget tracking
• Event planning
• Offsite planning
• Board meeting preparation
• Board materials
• Board portal administration
• Minute taking
• Agenda preparation
• Pre-reads
• Decision log
• Follow-up tracking
• Confidentiality
• Discretion
• Non-disclosure agreement
• Material non-public information
• Executive communications
• Drafting correspondence
• Presentation preparation
• Document management
• Records retention
• Onboarding coordination
• Interview scheduling
• Recruiting coordination
• Office management
• Facilities coordination
• Project coordination
• Stakeholder management
• Prioritization
• Microsoft Outlook
• Microsoft Exchange
• Delegate access
• Shared mailboxes
• Resource calendars
• Microsoft Excel
• Pivot tables
• Microsoft PowerPoint
• Google Workspace
• Google Calendar
• Microsoft Teams
• Zoom
• Slack
• Microsoft 365 Copilot
• Gemini for Workspace
• AI meeting notes
• Prompt templates
• Concur
• Navan
• TravelPerk
• Expensify
• Ramp
• Brex
• Coupa
• DocuSign
• Adobe Acrobat Sign
• Diligent
• Cvent
• Asana
• Notion
• Smartsheet
• Airtable
• Monday.com
• Workday
• Salesforce
• Certified Administrative Professional (CAP)
• PACE certification
• Microsoft Office Specialist
• Notary public
• Security clearance
• HIPAA
• Public records
• Bilingual

Mistakes that cost people this job

Questions people ask