As enterprises grow increasingly dependent on their CIOs, many IT leaders are feeling overwhelmed. To lessen their burden and boost productivity, a growing number of CIOs are seeking the personalized support provided by an executive assistant.
Over the past two years, the CIO’s job has changed more than in the entirety of the previous decade, said Pavlo Tkhir, CTO at software development company Euristiq. Much of today’s workload isn’t complex decisions, but a constant stream of small tasks that fragment attention. “The main reason a CIO needs an assistant is simple: They protect focus,” Tkhir said. An assistant filters out noise, prioritizes and maintains a rhythm. “Without this attribute, a CIO quickly loses strategic depth.”
With the rise of AI, CIOs have found themselves simultaneously serving as technology architects, mediators between business and data, and firefighters responsible for cybersecurity, Tkhir said. “The scale of tasks is growing faster than teams — that’s why an executive assistant is no longer ‘nice-to-have’, but a true efficiency driver.”
A skilled assistant protects the CIO’s time, which can then be used for major decisions that may otherwise get lost in the noise, said Yad Senapathy, CEO of the Project Management Training Institute. “I’ve seen leaders spend entire days doing something that someone else could be doing,” he said. “Good assistance frees up space for the clear thinking, which is what a CIO is paid to do.”
Essential assistant responsibilities
The executive assistant’s primary responsibilities are handling the CIO’s calendar, preparing the CIO for meetings, keeping track of decisions and expediting workflow between teams, Senapathy said. “A well-trained assistant is able to gather the correct information, remove obstacles before they reach the CIO and consolidate scattered inputs into a clear picture of what needs to happen next.”
When recruiting for a new executive assistant, there are two basic candidate categories to consider: internal and external, said Chris Mitchell, founder of remote staffing agency Intelus.
An internal assistant works well when an organization is complex, political or heavily relationship-driven, Mitchell said. “An internal candidate often understands the organization’s history, personalities and unwritten rules, all of which can speed up their impact.”
An external executive assistant is often useful when the CIO wants to reset expectations for the role or wishes to acquire new capabilities, such as stronger project coordination or an ability to work closely with engineering leaders and vendors. “External candidates, including offshore talent, also often bring fresh habits, tools and a service mindset tuned to supporting executives,” Mitchell said.
Many CIOs assume that internal hiring is easier, but external candidates often bring stronger skills if they’ve already done the job at a high level in other fast-moving environments, said Nate Nead, an agentic AI services provider. “You can find qualified assistants through trusted hiring platforms like LinkedIn, executive staffing firms or referrals from your network.”
He notes that the biggest mistake CIOs make is hiring someone who simply takes notes and books meetings; this captures a fraction of what a good assistant can offer. “You need a partner who protects your time, communicates clearly, and helps you stay organized.”
Avoiding mistakes
Since the working relationship between executive and assistant requires trust and individual compatibility, culture fit is important — but it’s not everything. The biggest mistake CIOs make is hiring on the basis of personality without conducting a thorough capability check, Senapathy warns. “The right assistant is not just a pleasant helper,” he said. “The right assistant is an operational partner who knows how to manage complexity and protect the CIO’s attention.”
For Tkhir, the most common error occurs when CIOs prioritize good instruction-following over good problem solving. The mistake I see most often is CIOs trying to hire the “perfect performer,” he said. “In today’s IT environment, this isn’t enough — an assistant must be someone capable of taking responsibility, saying ‘no’ on behalf of the executive, and managing not only tasks but also the information climate surrounding the CIO.”
Tkhir said it’s most important to remember that a good assistant doesn’t diminish the CIO’s role, it enhances it. “This is someone who creates space for strategic decisions, not someone who simply plugs operational loopholes,” he said. “In a world where the speed of change is becoming a critical success factor, such a partner becomes one of the most valuable assets for a technology leader.”
A final thought
Sometimes an executive can’t see how much time has been swallowed up by administrative clutter until that clutter is removed.
“A pattern I’ve seen several times is a CIO assuming they’re not busy enough to justify an executive assistant,” Mitchell said. “Only after they bring someone onboard do they realize they left a lot of strategic work on the table by trying to do everything by themselves.”
Hiring an executive assistant isn’t about offloading busy work; it’s about creating space to focus on strategic leadership.
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