By Kelsey Rouse
Over the last 12–18 months, I have worked on a wide range of Personal Assistant (PA) and Executive Assistant (EA) roles.
Truthfully, before moving into business services recruitment, I used the terms interchangeably, like many people still do.
It’s only through hiring for these roles repeatedly and seeing how they operate in different organisations, that I’ve developed a clearer view of what actually separates them. Given how business-critical these positions have become, particularly as companies look to free up senior leaders’ time and improve efficiency, I thought it might be useful to share a more grounded perspective.
So, what is the role of an Executive Assistant really?
There’s no doubt the EA role has evolved. At its core, an EA is responsible for enabling senior leaders to operate effectively managing time, coordinating priorities and ensuring the day-to-day runs smoothly. That in itself is hugely valuable.
In many cases, particularly at senior levels, EAs do become trusted partners. They understand their executive’s working style, help manage competing demands and often act as a key point of coordination across teams. The best EAs are proactive, highly organised and commercially aware.
But I think it’s important to strike a balance.
There’s a growing narrative that positions every EA as a “strategic partner” or “right hand in decision-making.” In reality, while some EAs do operate at that level, most are better described as operational enablers rather than strategic decision-makers. Their impact is significant, but it comes from creating structure, clarity and efficiency, rather than directly shaping business strategy.
Where does a PA fit into this?
The distinction between a PA and an EA often comes down to focus and scope.
A PA typically supports an individual with a mix of professional and personal tasks, diary management, travel, appointments and sometimes lifestyle coordination. It’s a role centred around making day-to-day life run seamlessly.
EAs typically work hand-in-hand with senior leadership, helping to align day-to-day operations with broader strategic priorities. There’s greater involvement in internal coordination, stakeholder communication and supporting leadership team operations.
That said, there is still a lot of overlap – especially in smaller businesses, where hybrid EA/PA roles are common.
And when does an EA become a Chief of Staff?
This is where things get interesting.
Some of the language now used around EAs “driving strategy,” “bridging execution,” “acting as a sounding board on key decisions” starts to edge into Chief of Staff territory.
A Chief of Staff typically operates at a more strategic level:
- Driving key initiatives
- Owning cross-functional projects
- Acting as an extension of the executive in decision-making
While a highly experienced EA may touch on some of these areas, the distinction usually comes down to ownership and influence. A Chief of Staff is expected to shape outcomes; an EA is there to enable them.
Final thoughts
What has become clear to me is that these roles exist on a spectrum and context matters hugely. Company size, leadership style and organisational structure all play a part in defining what the role actually looks like.
What isn’t in question is their importance.
Whether PA, EA or Chief of Staff, these roles are increasingly seen as essential to improving efficiency, protecting time and allowing leaders to focus on what really matters.
If you’re currently thinking about adding this kind of support into your business – whether to free up time, improve efficiency or bring more structure to your leadership team, I’d be happy to share insight on how these roles are typically structured, as well as current market expectations around salary and scope. Equally, if you’re a PA or EA considering your next move or looking for a bit of direction on progression, feel free to reach out, I’m always happy to have a conversation.
Kelsey Rouse
kelsey@artemis-humancapital.com