CEO, IT​/Tech

Position: CEO Staff

About the Role

Apollon is building a truly noninvasive continuous glucose platform from the sensor up. This is deep tech: optics, hardware, data, and clinical reality all tangled together, and we’re moving fast from prototype learnings to scalable execution. We collaborate with MIT for research support and clinical execution, while Apollon leads the core system architecture, product development, and commercialization. We’re looking for a CEO Staff who wants to sit at that intersection and turn it into momentum.

Your job is to understand our technology and market deeply enough to keep the whole machine moving, from optical and hardware constraints to data and feasibility studies to CEO and investor conversations, so the team stays aligned on what matters most. You’ll work side‑by‑side with the CEO to build the team from zero. Together, you’ll map what talent we need to work most effectively with our engineering‑heavy Seoul team and our Boston‑based clinical efforts, and you’ll help shape the signals we send to the market as we scale.

PRDs and documentation are part of the role, but the real value is your ability to see the whole picture, make sharp calls under ambiguity, and drive progress that compounds week after week.

What You’ll Do Coordinate the CEO’s Critical Work streams

• Own planning and follow‑through for key CEO meetings (VCs, partners, MIT, clinical collaborators).
• Help prepare materials and talking points so that our technology, roadmap, and market story are consistent across audiences.
• Keep priorities visible and time spent aligned with what actually moves the company forward.

Build a Deep, Practical Understanding of the Tech & Market

• Develop a working understanding of our core pieces: optical sensing, hardware/firmware, data engineering, and clinical constraints.
• Translate between engineers, clinicians, and investors so everyone is anchored on the same reality.
• Bring a strong analytical mindset to questions like:
  Where is the real bottleneck? What should we build next? How should we sequence risk?

Design the Execution Rhythm

• Own the operating cadence: timelines, owners, meetings, and follow‑ups across Boston and Seoul.
• Run a biweekly US–Korea standup that keeps optical, hardware, firmware, data, and clinical work streams aligned.
• Maintain a single “source of truth” roadmap with milestones, dependencies, and major risks.

Orchestrate External Partners

• Drive concrete work streams with CROs, engineering consultants, and other vendors: define scope, compare quotes/SOWs, align timelines, track deliverables.
• Support negotiation and coordinate internal approvals.
• Manage contracts through signature (with CEO + legal/finance).
• Keep vendor performance visible: what’s due, when it’s due, and how it affects the rest of the plan.

Support Clinical Feasibility Studies

• Help plan and run feasibility studies with MIT and clinical sites: coordinate protocol inputs, checklists, and “study‑ready” items.
• Align CRO/site needs with internal engineering readiness.
• Maintain study timeline, risk/issue logs, and weekly status summaries.
• Make sure study learnings feed back into product decisions, not just into reports.

Turn Ambiguity into Structure (Including PRDs)

• When needed, write and maintain PRDs for high‑priority initiatives (problem, users, requirements, acceptance criteria, risks, assumptions).
• Keep product and project documentation lightweight but reliable: decision records, change logs, and traceability across versions.
• Use documentation as a tool to unblock teams, not a goal in itself.

What Success Looks Like (First 60–90 Days)

• You can explain, in your own words, how our optical sensing, hardware, and data stack fit together — and where the main technical risks are.
• The CEO spends more time on the highest‑leverage conversations (internal and external) because you’ve built a reliable execution rhythm underneath.
• The US–Korea standup runs smoothly; people know what they owe, by when, and why it matters.
• VC and partner meetings are better prepared, with consistent narratives across tech, market, and roadmap.
• You have a first‑pass view of how the Boston team should be structured over the next 12–24 months and can articulate…