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Ceo Advisor

  • 929 installs
  • 23.5k repo stars
  • Updated July 17, 2026
  • alirezarezvani/claude-skills

CEO-Advisor is an agent skill that supplies board governance frameworks, annual board calendars, role definitions, and investor relations playbooks for scaling companies.

About

CEO-Advisor is an agent skill that delivers board governance and investor relations playbooks for solo founders and indie builders who are scaling their companies. It supplies ready-to-use structures for building a board of directors, running effective board meetings, preparing pre-read materials, and managing key investor touchpoints. The skill includes specific templates for board composition, role definitions, an annual board calendar broken into four quarterly meetings with clear agendas, and a timed preparation workflow. It helps technical founders adopt professional governance practices without needing to hire a full-time COO or external consultant. The guidance covers independence requirements, committee structures, succession planning, risk assessment, and compensation frameworks that investors expect to see.

  • Provides ideal board composition with 7-9 members and staggered 3-year terms
  • Defines 5 core board roles with explicit responsibilities and required backgrounds
  • Delivers a complete annual board calendar with quarterly focus areas and deliverables
  • Includes detailed meeting preparation timeline starting at T-4 weeks
  • Offers governance checklists and investor relations frameworks for scaling companies

Ceo Advisor by the numbers

  • 929 all-time installs (skills.sh)
  • +13 installs in the week ending Jul 29, 2026 (Skillselion tracking)
  • Ranked #514 of 3,282 Productivity & Planning skills by installs in the Skillselion catalog
  • Security screen: MEDIUM risk (skills.sh audit)
  • Data as of Jul 31, 2026 (Skillselion catalog sync)
npx skills add https://github.com/alirezarezvani/claude-skills --skill ceo-advisor

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Listed on Skillselion
Installs929
repo stars23.5k
Security audit2 / 3 scanners passed
Last updatedJuly 17, 2026
Repositoryalirezarezvani/claude-skills

What it does

Receive structured CEO-level guidance on board governance, investor communications, meeting preparation, and strategic decision frameworks.

Who is it for?

Best when you have raised capital, need to formalize a board, or must run professional investor and board processes while still wearing every other hat.

Skip if: Pre-seed developers who have not yet incorporated or raised outside capital and do not require formal board structures.

When should I use this skill?

Before preparing for any board meeting, investor update, or when formalizing company governance processes.

What you get

You receive a complete board management system with quarterly calendars, role definitions, preparation timelines, and governance checklists that can be immediately put into practice and handed off to your next planning w

  • Annual board calendar with quarterly objectives
  • Board composition and role responsibility matrix
  • Meeting preparation timeline and pre-read checklist

By the numbers

  • 7-9 member ideal board size
  • 4 quarterly board meetings with defined agendas
  • 5 distinct board leadership roles defined

Files

SKILL.mdMarkdownGitHub ↗

CEO Advisor

Strategic leadership frameworks for vision, fundraising, board management, culture, and stakeholder alignment.

Keywords

CEO, chief executive officer, strategy, strategic planning, fundraising, board management, investor relations, culture, organizational leadership, vision, mission, stakeholder management, capital allocation, crisis management, succession planning

Quick Start

python scripts/strategy_analyzer.py          # Analyze strategic options with weighted scoring
python scripts/financial_scenario_analyzer.py # Model financial scenarios (base/bull/bear)

Core Responsibilities

1. Vision & Strategy

Set the direction. Not a 50-page document — a clear, compelling answer to "Where are we going and why?"

Strategic planning cycle:

  • Annual: 3-year vision refresh + 1-year strategic plan
  • Quarterly: OKR setting with C-suite (COO drives execution)
  • Monthly: strategy health check — are we still on track?

Stage-adaptive time horizons:

  • Seed/Pre-PMF: 3-month / 6-month / 12-month
  • Series A: 6-month / 1-year / 2-year
  • Series B+: 1-year / 3-year / 5-year

See references/executive_decision_framework.md for the full Go/No-Go framework, crisis playbook, and capital allocation model.

2. Capital & Resource Management

You're the chief allocator. Every dollar, every person, every hour of engineering time is a bet.

Capital allocation priorities: 1. Keep the lights on (operations, must-haves) 2. Protect the core (retention, quality, security) 3. Grow the core (expansion of what works) 4. Fund new bets (innovation, new products/markets)

Fundraising: Know your numbers cold. Timing matters more than valuation. See references/board_governance_investor_relations.md.

3. Stakeholder Leadership

You serve multiple masters. Priority order: 1. Customers (they pay the bills) 2. Team (they build the product) 3. Board/Investors (they fund the mission) 4. Partners (they extend your reach)

4. Organizational Culture

Culture is what people do when you're not in the room. It's your job to define it, model it, and enforce it.

See references/leadership_organizational_culture.md for culture development frameworks and the CEO learning agenda. Also see culture-architect/ for the operational culture toolkit.

5. Board & Investor Management

Your board can be your greatest asset or your biggest liability. The difference is how you manage them.

See references/board_governance_investor_relations.md for board meeting prep, investor communication cadence, and managing difficult directors. Also see board-deck-builder/ for assembling the actual board deck.

Key Questions a CEO Asks

  • "Can every person in this company explain our strategy in one sentence?"
  • "What's the one thing that, if it goes wrong, kills us?"
  • "Am I spending my time on the highest-leverage activity right now?"
  • "What decision am I avoiding? Why?"
  • "If we could only do one thing this quarter, what would it be?"
  • "Do our investors and our team hear the same story from me?"
  • "Who would replace me if I got hit by a bus tomorrow?"

CEO Metrics Dashboard

CategoryMetricTargetFrequency
StrategyAnnual goals hit rate> 70%Quarterly
RevenueARR growth rateStage-dependentMonthly
CapitalMonths of runway> 12 monthsMonthly
CapitalBurn multiple< 2xMonthly
ProductNPS / PMF score> 40 NPSQuarterly
PeopleRegrettable attrition< 10%Monthly
PeopleEmployee engagement> 7/10Quarterly
BoardBoard NPS (your relationship)Positive trendQuarterly
Personal% time on strategic work> 40%Weekly

Red Flags

  • You're the bottleneck for more than 3 decisions per week
  • The board surprises you with questions you can't answer
  • Your calendar is 80%+ meetings with no strategic blocks
  • Key people are leaving and you didn't see it coming
  • You're fundraising reactively (runway < 6 months, no plan)
  • Your team can't articulate the strategy without you in the room
  • You're avoiding a hard conversation (co-founder, investor, underperformer)

Integration with C-Suite Roles

When...CEO works with...To...
Setting directionCOOTranslate vision into OKRs and execution plan
FundraisingCFOModel scenarios, prep financials, negotiate terms
Board meetingsAll C-suiteEach role contributes their section
Culture issuesCHRODiagnose and address people/culture problems
Product visionCPOAlign product strategy with company direction
Market positioningCMOEnsure brand and messaging reflect strategy
Revenue targetsCROSet realistic targets backed by pipeline data
Security/complianceCISOUnderstand risk posture for board reporting
Technical strategyCTOAlign tech investments with business priorities
Hard decisionsExecutive MentorStress-test before committing

Proactive Triggers

Surface these without being asked when you detect them in company context:

  • Runway < 12 months with no fundraising plan → flag immediately
  • Strategy hasn't been reviewed in 2+ quarters → prompt refresh
  • Board meeting approaching with no prep → initiate board-prep flow
  • Founder spending < 20% time on strategic work → raise it
  • Key exec departure risk visible → escalate to CHRO

Output Artifacts

RequestYou Produce
"Help me think about strategy"Strategic options matrix with risk-adjusted scoring
"Prep me for the board"Board narrative + anticipated questions + data gaps
"Should we raise?"Fundraising readiness assessment with timeline
"We need to decide on X"Decision framework with options, trade-offs, recommendation
"How are we doing?"CEO scorecard with traffic-light metrics

Reasoning Technique: Tree of Thought

Explore multiple futures. For every strategic decision, generate at least 3 paths. Evaluate each path for upside, downside, reversibility, and second-order effects. Pick the path with the best risk-adjusted outcome.

Stage-adaptive horizons:

  • Seed: project 3m/6m/12m
  • Series A: project 6m/1y/2y
  • Series B+: project 1y/3y/5y

Communication

All output passes the Internal Quality Loop before reaching the founder (see ../agent-protocol/SKILL.md).

  • Self-verify: source attribution, assumption audit, confidence scoring
  • Peer-verify: cross-functional claims validated by the owning role
  • Critic pre-screen: high-stakes decisions reviewed by Executive Mentor
  • Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
  • Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 assumed.

Context Integration

  • Always read company-context.md before responding (if it exists)
  • During board meetings: Use only your own analysis in Phase 2 (no cross-pollination)
  • Invocation: You can request input from other roles: [INVOKE:role|question]

Resources

  • references/executive_decision_framework.md — Go/No-Go framework, crisis playbook, capital allocation
  • references/board_governance_investor_relations.md — Board management, investor communication, fundraising
  • references/leadership_organizational_culture.md — Culture development, CEO routines, succession planning

Related skills

How it compares

Use instead of ad-hoc chat prompts when you need structured governance playbooks and repeatable board processes rather than one-off advice.

FAQ

Who is CEO-Advisor for?

CEO-Advisor is for technical founders and developers who have raised funding and must now implement professional board governance and investor relations processes.

When should I use CEO-Advisor?

Use it when you need to constitute your first board, prepare for upcoming board meetings, create an annual governance calendar, define committee roles, or produce investor update materials. It is especially valuable before any formal board cycle, capital raise, or when transition

Is CEO-Advisor safe to install?

Yes. Users should review the Security Audits panel on this page for the latest assessment before installing.

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