How to build an executive support function? Lessons from Marcia Díaz at Datadog

Most – if not all – startup CEOs have an executive assistant. But a new challenge arises as the leadership team grows: you’re likely to start receiving requests for executive support from C-levels, SVPs, VPs, and directors. To handle these demands effectively, it’s essential to designate someone to manage the entire executive support function. This should be someone who establishes a clear policy that sets expectations, prioritizes business needs, and answers three key questions: 

• Who gets support?
• Why do they get it?
• What kind of support do they receive?

Having these guidelines ensures the right balance between resources and leadership needs as your org chart expands.

To answer those questions, we spoke with Marcia Díaz, Manager and Team Lead at Datadog, an IPO tech company headquartered in NYC. With nearly 30 years of experience in executive support, Marcia is a true expert in the EA field. Throughout her career, she has supported every role on the leadership team: from SVPs and CHROs to presidents and CEOs, earning a reputation for excellence at every level. 

Her cross-industry experience is just as impressive: she began in the banking industry, transitioned into the dynamic landscape of media, and now brings her expertise to the fast-paced world of tech. Marcia’s ability to adapt, lead, and elevate executive support functions across industries makes her a trusted authority on how to scale and structure high-impact EA teams.

Marcia shared hard-earned lessons on how to scale effectively. Her insights will help you make smarter, more strategic decisions, whether you’re just starting to build out support roles or you’re totally rethinking how your team is structured. 

Table of contents:

1. How would you describe the executive support function?
2. What’s the structure of the executive support function?
3. What are the main responsibilities of an executive business partner?
4. What is the typical executive assistant-to-executive ratio?
5. What strategies help executive assistants build trust with executives?
6. How can an executive support leader educate executives on what to delegate?

1. How would you describe the executive support function?

I describe it as a partnership. When I first joined Datadog, I had conversations with different executives. Some needed transactional support, while others wanted a true partner. Over time, I’ve seen executive assistants grow their careers by leaning into that partnership. Some have skyrocketed.

Now, here at Datadog, we operate on a shared support model, not one-to-one. Some assistants thrive in dedicated partnerships where they can build deeper trust and deliver more strategic value. And sometimes, executives hesitate to delegate fully, knowing their EA isn’t solely theirs. When that happens, I urge EAs to take the lead, speak up, ask for more responsibility, and show where they can add value. That’s often the spark that shifts how they’re seen and what they’re trusted to do.

2. What’s the structure of the executive support function?

When I joined, I inherited a team of five executive assistants and saw a major disconnect: some execs were getting great support, while others barely had any, even senior ones. My goal became optimizing executive time.

I encouraged EAs to show execs what they’re capable of beyond scheduling and expenses. And when an exec says, “I didn’t know you could do that,” that’s the best feedback. The team has since taken on more projects, and I now align support by function: some EAs are dedicated to engineering, others to product. That focus helps create purpose in their roles.

An example of that is one of our newer team members, who came in as a senior admin, asked if she could receive reports from Workday to track new employees joining her exec’s org. She explained to the exec how she tracks things, identified a gap, and then asked permission to go to the business partner to get automated reports. That level of initiative impressed the exec and helped her manage new hires better.

3. What are the main responsibilities of an executive support leader?

I focus on strategy: how to grow the team thoughtfully and ensure executives are getting the support they truly need. That means I lead intake meetings, assess each exec’s working style and pain points, and then match them with the right EA based on skills, bandwidth, and personality fit. Before any meeting, I do my homework: I review their org chart, study their calendar patterns, and check in with any EAs who might already be familiar with their team dynamics. The goal is to come in with context so we can move quickly and make smart decisions.

For SVPs and above, we provide full executive support: everything from calendar management to high-level project coordination and strategic initiatives. VPs receive focused support, usually around scheduling and logistics, but also get help with larger, high-impact projects when needed. That could mean planning a summit or managing an offsite. It’s all about meeting each leader where they are and giving them what they need to operate at their best.

4. What is the typical executive assistant-to-executive ratio?

It varies. Some execs are heavier than others. I’ve built a rubric to track bandwidth and meet biweekly with EAs to understand their load. Some EAs support two execs, some three, and a few handle six if some execs only require light support.

What’s tricky is when executives say they need help but have a hard time delegating tasks to an executive assistant. That hesitation creates bottlenecks and inefficiencies – not because the EA isn’t capable, but because they’re not being given the space to contribute fully. I always remind execs, “Your EA can handle this,” but often, the reluctance comes down to control or fear of things falling through the cracks. Some EAs manage to break through by consistently building trust and demonstrating their value over time. Others struggle when they’re not given the opportunity to prove themselves, despite being more than ready to take on the work.

5. What strategies help executive assistants build trust with executives?

Open communication and always closing the loop. In the beginning, an exec doesn’t yet know how much they can trust you. So, I tell EAs: “Report back when something’s done.” Eventually, the exec assumes it’s handled, but that early trust-building is crucial.

Another tactic is setting your exec up for a few weeks out: if they’re prepared, they won’t need to come back with constant asks. For my own exec, I lock in the schedule a month out and only deal with day-of changes.

6. How can an executive business partner educate executives on what to delegate?

We created a support doc that outlines what EAs can handle, differentiating between SVP-level support and VP-level support. The doc is expandable depending on the EA’s capacity.

One of our EAs supports an SVP and four of his VPs. The way she engages with those VPs is next-level: she’s integrated into the team and understands the business. Delegation gets easier once execs see that level of capability.

TL;DR

1. Executive support needs to evolve as your leadership team grows: Startups often begin with a CEO-EA pair, but it becomes critical to decide who gets support and when as more executives come on board.
2. A clear support model is essential: Defining eligibility, scope of support, and who manages the function helps set expectations and prioritize business needs.
3. Shared support models can work, but aren’t one-size-fits-all: Some EAs thrive in one-on-one partnerships, while others succeed in shared setups by building trust and taking initiative.
4. Proactive matching is key: Reviewing an executive’s org chart, calendar, and workload context helps align the right EA with the right leader.
5. Delegation is often the biggest barrier: Executives must learn to let go; EAs can help by stepping up, asking for more responsibility, and proving their value over time. Executives who don’t know how or where to begin delegating may find our 81 tasks to delegate list a great place to start letting go and entrusting their EA with key responsibilities.

Need help building your executive support function? At Viva Executive Assistants, we specialize in matching high-performing remote EAs with startup leaders. Book a call with us today to learn how we can help your executives’ orgs.

Fadua Caicedo Díaz del Castillo

Fadua is a bilingual advertiser and holds a master’s degree in creative writing. With over ten years of experience, she has written countless advertising and social media campaigns, blogs, interviews, and everything in between. She writes about startups, the impact of executive assistants, and the stories behind their work. When she’s not writing, she is spending quality time with her husband and son, hiking, reading, or discovering new cafés.