Ceo Advisor
Prepare board materials, meeting cadences, and investor-facing governance rhythms when a solo-founded company starts acting like a real corporation.
Overview
CEO Advisor is an agent skill most often used in Grow (also Validate and Operate) that structures board governance, meeting calendars, and investor relations rituals for scaling founders.
Install
npx skills add https://github.com/alirezarezvani/claude-skills --skill ceo-advisorWhat is this skill?
- Defines ideal 7–9 member board composition with independence and staggered terms
- Maps Chairman, Lead Independent Director, and committee chair responsibilities
- Provides quarterly board calendar themes from Q1 strategy through Q4 compensation and evaluation
- Includes T-4 week meeting preparation timeline for pre-reads and agendas
- Covers Audit, Compensation, and Nominating committee oversight patterns
- Recommends 7–9 board members with majority independent directors
- Defines four quarterly board meeting themes plus T-4 week prep milestone
Adoption & trust: 807 installs on skills.sh; 17.5k GitHub stars; 2/3 security scanners passed (skills.sh audits).
What problem does it solve?
You are fundraising or adding directors but lack a repeatable board calendar, committee map, and prep timeline investors expect.
Who is it for?
Technical solo founders who raised or are raising institutional capital and need first-time board operating discipline.
Skip if: Pre-idea hackers or pure indie micro-SaaS with no board or investors—use lighter planning skills instead.
When should I use this skill?
User needs board governance, director composition, quarterly board calendars, committee charters, or investor relations meeting prep.
What do I get? / Deliverables
You get a governance scaffold—composition targets, quarterly themes, roles table, and prep checkpoints—to run board cycles without starting from blank slides.
- Board composition and roles reference
- Annual quarterly meeting theme outline
- Meeting preparation timeline checklist
Recommended Skills
Journey fit
Spans multiple journey phases - primary shelf plus alternate fits below.
Board and investor routines mature after product-market fit when governance and capital conversations intensify. Lifecycle covers ongoing executive cadence—quarterly board cycles, compensation, and succession—not one-off MVP scoping.
Where it fits
Sketch whether a 5- or 7-person board fits your seed narrative before signing governance docs.
Drop Q2 board themes—results, initiatives, competition—into your Notion board pack.
Align executive compensation and board evaluation topics for year-end Operate planning.
How it compares
Executive governance primer skill, not a cap-table legal template or automated investor CRM.
Common Questions / FAQ
Who is ceo-advisor for?
Founder-CEOs of small companies entering formal boards, venture discussions, or annual planning with external directors.
When should I use ceo-advisor?
In Grow lifecycle when standing up board meetings; in Validate scope when framing governance before a round; in Operate iterate when refreshing comp, succession, or annual calendars.
Is ceo-advisor safe to install?
It is reference prose without executable hooks; still review the Security Audits panel on this Prism page for the parent skills package before install.
SKILL.md
READMESKILL.md - Ceo Advisor
# Board Governance & Investor Relations Guide ## Board of Directors Management ### Board Composition #### Ideal Board Structure - **Size**: 7-9 members (odd number for voting) - **Independence**: Majority independent directors - **Diversity**: Gender, ethnicity, expertise, experience - **Term**: 3-year terms, staggered renewal #### Board Roles | Role | Responsibilities | Typical Background | |------|-----------------|-------------------| | Chairman | Board leadership, CEO liaison | Former CEO, Industry veteran | | Lead Independent Director | Independent voice, executive sessions | Senior executive experience | | Audit Committee Chair | Financial oversight, auditor relationship | CFO/CPA background | | Compensation Committee Chair | Executive compensation, succession | HR/Executive experience | | Nominating Committee Chair | Board composition, governance | Governance expertise | ### Board Meeting Management #### Annual Board Calendar **Q1 Meeting** - Annual strategy review - Previous year performance - Current year priorities - Risk assessment update **Q2 Meeting** - Q1 results review - Strategic initiative progress - Competitive landscape - Talent review **Q3 Meeting** - Mid-year performance - Budget preview - Strategic planning session - Succession planning **Q4 Meeting** - Annual budget approval - Executive compensation - Board evaluation - Upcoming year calendar #### Meeting Preparation Timeline **T-4 Weeks** - Agenda draft to Chairman - Pre-read preparation begins - Committee meetings scheduled **T-2 Weeks** - Materials to review committee - Final agenda confirmation - Logistics coordination **T-1 Week** - Board package distribution - Pre-meeting calls as needed - Final preparations **T-0 Meeting Day** - Executive session (start) - Board meeting - Executive session (end) - Follow-up actions defined ### Board Package Template #### Standard Package Contents 1. **Cover Memo** (1 page) - Meeting agenda - Key decisions required - Time allocations 2. **CEO Report** (3-5 pages) - Executive summary - Performance highlights - Strategic progress - Key challenges - Asks of the board 3. **Financial Report** (5-10 pages) - Financial statements - KPI dashboard - Variance analysis - Cash position - Forecast update 4. **Strategic Updates** (10-15 pages) - Initiative status - Market analysis - Competitive intelligence - Product roadmap 5. **Committee Reports** (2-3 pages each) - Audit Committee - Compensation Committee - Other committees 6. **Appendices** - Detailed financials - Supporting analysis - Previous minutes ### Board Communication Best Practices #### Between Meetings **Monthly Update Email** ``` Subject: [Company] CEO Update - [Month Year] Board Members, Quick update on [Month] performance: Headlines: • [Key achievement] • [Important metric] • [Strategic progress] Challenges: • [Issue and mitigation] Looking Ahead: • [Upcoming milestone] Detailed dashboard attached. Best, [CEO Name] ``` **Flash Reports** (When needed) - Material events - Major wins/losses - Press coverage - Regulatory matters #### Managing Difficult Conversations **Delivering Bad News** 1. Don't delay - inform promptly 2. Lead with facts 3. Own the responsibility 4. Present action plan 5. Set realistic timeline **Handling Dissent** 1. Listen fully 2. Acknowledge concerns 3. Provide data/rationale 4. Seek common ground 5. Document decisions ## Investor Relations ### Investor Segmentation #### Institutional Investors **Types**: - Mutual funds - Pension funds - Hedge funds - Private equity - Sovereign wealth funds **Engagement Strategy**: - Quarterly earnings calls - Annual investor day - Conference participation - One-on-one meetings - Site visits #### Retail Investors **Channels**: - Website IR section - Annual reports - Proxy statements - Social media - Shareholder meetings ### Earnings Communications #### Earnings Release Template ``` [COMPANY] R