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Cro Advisor

  • 85 installs
  • 451 repo stars
  • Updated July 21, 2026
  • borghei/claude-skills

CRO Advisor is a Claude skill providing B2B SaaS revenue frameworks for forecasting, sales-model design, pricing strategy, net revenue retention, and board-level revenue reporting.

About

CRO Advisor provides revenue leadership frameworks for B2B SaaS, covering revenue forecasting, sales-model selection, pricing strategy, net revenue retention, sales-team scaling, pipeline management, and board-level revenue reporting. A revenue leader uses it to design the revenue engine, set quotas, model NRR, evaluate pricing, or build forecasts. Recommendations are grounded in pipeline math and revenue-waterfall calculations.

  • Revenue forecasting, sales-model design, pricing strategy, and NRR modeling for B2B SaaS
  • Revenue-health diagnostic with NRR decision tree and revenue-waterfall math
  • Board-level revenue metrics (ARR growth, NRR, GRR, magic number, CAC payback)

Cro Advisor by the numbers

  • 85 all-time installs (skills.sh)
  • Ranked #457 of 853 Sales & Marketing skills by installs in the Skillselion catalog
  • Data as of Aug 5, 2026 (Skillselion catalog sync)
At a glance

cro-advisor capabilities & compatibility

Capabilities
revenue forecasting · nrr modeling · pricing strategy · sales model design
Use cases
planning · data analysis
Pricing
Free
From the docs

What cro-advisor says it does

Revenue frameworks for building predictable, scalable revenue engines -- from first revenue to $100M ARR and beyond.
SKILL.md
NRR < 90% --> CRISIS. Existing customers are shrinking.
SKILL.md
Every recommendation is grounded in pipeline math, not hope.
SKILL.md
npx skills add https://github.com/borghei/claude-skills --skill cro-advisor

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Listed on Skillselion
Installs85
repo stars451
Last updatedJuly 21, 2026
Repositoryborghei/claude-skills

What it does

Design the revenue engine: forecast revenue, model NRR, select a sales model, and set pricing.

Who is it for?

Revenue leaders designing the sales model, modeling NRR, and building forecasts

Skip if: Individual sales-rep coaching or non-SaaS revenue models

When should I use this skill?

Designing the revenue engine, setting quotas, modeling NRR, evaluating pricing, or building forecasts

What you get

Produces a diagnosed revenue engine with NRR targets, a sales model, and forecast math.

  • revenue-health diagnostic
  • NRR and GRR model
  • sales-model selection

By the numbers

  • Compares 5 sales models
  • NRR crisis threshold below 90%
  • Pipeline coverage target above 3x

Files

SKILL.mdMarkdownGitHub ↗

CRO Advisor

Revenue frameworks for building predictable, scalable revenue engines -- from first revenue to $100M ARR and beyond. Every recommendation is grounded in pipeline math, not hope.

Keywords

CRO, chief revenue officer, revenue strategy, ARR, MRR, sales model, pipeline, revenue forecasting, pricing strategy, net revenue retention, NRR, gross revenue retention, GRR, expansion revenue, upsell, cross-sell, churn, customer success, sales capacity, quota, ramp, territory design, MEDDPICC, PLG, product-led growth, sales-led growth, enterprise sales, SMB, self-serve, value-based pricing, usage-based pricing, ICP, ideal customer profile, revenue board reporting, sales cycle, CAC payback, magic number, win rate, pipeline coverage, deal velocity

---

Revenue Health Diagnostic

Before applying any framework, diagnose the current state.

Revenue Health Decision Tree

START: "How healthy is our revenue engine?"
  |
  v
[Check NRR]
  |
  +-- NRR < 90% --> CRISIS. Existing customers are shrinking.
  |                  Stop scaling sales. Fix retention first.
  |
  +-- NRR 90-100% --> WARNING. Churn eating expansion.
  |                    Diagnose: product gap, CS gap, or ICP problem?
  |
  +-- NRR 100-110% --> HEALTHY. Base is stable. Focus on new logo + expansion.
  |
  +-- NRR > 110% --> STRONG. Expansion engine is working.
                      Check: is it sustainable or driven by price increases?

Revenue Waterfall

Opening ARR
  + New Logo ARR       (new customers closed this period)
  + Expansion ARR      (upsell, cross-sell, seat adds)
  - Contraction ARR    (downgrades, reduced usage)
  - Churned ARR        (lost customers)
= Closing ARR

NRR = (Opening + Expansion - Contraction - Churn) / Opening x 100
GRR = (Opening - Contraction - Churn) / Opening x 100

---

Revenue Metrics

Board-Level Metrics (Monthly/Quarterly)

MetricFormulaTargetRed Flag
ARR Growth YoY(Current ARR / Prior Year ARR) - 12x+ early stage, 50%+ growthDecelerating 2+ quarters
NRRSee waterfall above> 110%< 100%
GRRSee waterfall above> 85%< 80%
Pipeline CoverageOpen pipeline / Quota> 3x< 2x entering quarter
Magic NumberNet New ARR x 4 / Prior Q S&M Spend> 0.75< 0.5
CAC PaybackS&M Spend / New ARR x (1/GM%)< 18 months> 24 months
Quota Attainment% of reps hitting quota60-70%< 50%
Win RateClosed-won / (Closed-won + Closed-lost)> 25%< 15%
Average Sales CycleDays from opportunity to closeStable or decreasingIncreasing 2+ quarters

NRR Benchmarks

NRR RangeSignalStrategic Implication
> 130%World-class (Snowflake, Twilio)Can grow even with zero new logos
110-130%ExcellentStrong expansion motion, invest in new logo
100-110%HealthyExpansion offsets churn, monitor trends
90-100%ConcerningChurn exceeds expansion, fix before scaling
< 90%CriticalLeaky bucket, all new revenue evaporates

---

Sales Model Selection

Model Comparison Matrix

ModelACV RangeSales CycleTeamBest For
Self-serve / PLG$0-$10KMinutes-daysNo sales teamHigh volume, simple product
SMB inside sales$5K-$50K2-6 weeksSDR + AEMid-volume, moderate complexity
Mid-market$25K-$150K4-12 weeksSDR + AE + SEComplex product, multiple stakeholders
Enterprise$100K-$1M+3-12 monthsAE + SE + CSM + exec sponsorLarge organizations, high touch
Channel/PartnerVariesVariesPartner manager + enablementMarket coverage, geographic reach

Model Selection Decision Tree

START: "Which sales model?"
  |
  v
[What's the average deal size?]
  |
  +-- < $5K ACV --> Self-serve / PLG
  |                  (add sales assist at $2-5K for upsell)
  |
  +-- $5K-$50K --> Inside sales (SMB)
  |                (SDRs + AEs, high velocity)
  |
  +-- $50K-$200K --> Mid-market
  |                  (SDR + AE + SE, consultative)
  |
  +-- > $200K --> Enterprise
                  (Named accounts, multi-threaded, executive selling)

HYBRID: Most companies evolve to serve 2-3 segments.
Route by ACV and buying complexity.

---

Pipeline Management

Pipeline Stage Definitions

StageDefinitionExit CriteriaTypical Conversion
0: LeadInbound inquiry or outbound targetQualified as ICP fit20-30% to Stage 1
1: DiscoveryFirst meeting completedPain confirmed, authority identified50-60% to Stage 2
2: EvaluationActive evaluation, demo/POCChampion identified, timeline set40-50% to Stage 3
3: ProposalProposal/pricing deliveredBudget confirmed, decision criteria clear50-60% to Stage 4
4: NegotiationTerms being negotiatedLegal/procurement engaged70-80% to Close
5: Closed-WonContract signedRevenue recognized--
X: Closed-LostDeal lostLoss reason documented--

Pipeline Coverage Model

Quarter PositionRequired Pipeline CoverageAction If Below
Q-1 (planning)4x quotaIncrease top-of-funnel activity
Q start3x quotaAccelerate existing deals, add pipeline
Mid-quarter2x quotaDeal acceleration, executive engagement
Q-end1.5x quotaForecast adjustment, pull-in deals

Deal Qualification: MEDDPICC

ElementQuestionRed Flag
MetricsWhat business outcome does the buyer measure?No quantified value proposition
Economic BuyerWho signs the check? Have we met them?Never met the decision-maker
Decision CriteriaWhat criteria will they use to decide?"We'll know it when we see it"
Decision ProcessWhat are the steps to get to a yes?No defined process or timeline
Paper ProcessWhat legal/procurement steps are required?Unknown procurement process
Identify PainWhat problem are they solving? Is it urgent?Pain is theoretical, not acute
ChampionWho internally advocates for us?No internal champion identified
CompetitionWho else are they evaluating?"They said no competition" (always wrong)

---

Pricing Strategy

Pricing Model Selection

ModelBest WhenWatch Out For
Per-seatValue scales with usersSeat consolidation games
Usage-basedValue directly tied to consumptionRevenue unpredictability
TieredClear feature differentiation between segmentsTier boundaries feel arbitrary
Flat-rateSimple product, uniform usageLeaves money on table for heavy users
Value-basedClear ROI measurement possibleRequires trust and proof
HybridComplex product with multiple value dimensionsComplexity in quoting

Pricing Decision Framework

START: "How should we price?"
  |
  v
[What is the primary value driver for the customer?]
  |
  +-- Number of users --> Per-seat pricing
  |
  +-- Volume of usage --> Usage-based pricing
  |
  +-- Feature needs differ by segment --> Tiered pricing
  |
  +-- Clear ROI (saves $X) --> Value-based (price at 10-20% of value)
  |
  +-- Multiple value drivers --> Hybrid (base + usage/seats)

Pricing Health Indicators

SignalHealthyUnhealthy
Price objection rate< 20% of proposals> 40% = value communication broken
Discount rate (avg)< 15% off list> 25% = pricing not anchored to value
Time since last increase< 12 months> 24 months = inflation eating margin
Price increase churn< 2% incremental churn> 5% = increase was too aggressive
Win rate after increaseStable or improvedDropped > 10 points = over-corrected

---

Sales Team Scaling

Capacity Model

Required AEs = Target New ARR / (Quota x Attainment Rate x Ramp Factor)

Example:
  Target: $5M new ARR
  Quota per AE: $1M
  Attainment: 65%
  Ramp factor: 0.85 (accounts for ramp time)

  Required AEs = $5M / ($1M x 0.65 x 0.85) = 9.1 --> Hire 10 AEs

Sales Team Structure by ARR

ARRTeam StructureKey Hires
$0-$1MFounder-led salesNo sales team yet
$1-$3M1-2 AEsFirst AE, maybe first SDR
$3-$10M3-6 AEs, 2-4 SDRs, 1 sales managerFirst sales manager, first SE
$10-$25MVP Sales, 2 teams, SDR team, SE teamVP Sales, Rev Ops, CS Manager
$25-$50MCRO, multiple segments, CS orgCRO, segment leaders, enablement
$50M+Full revenue orgSVPs, regional leaders, strategy

Quota Setting Guidelines

MetricGuideline
Quota : OTE ratio4-6x (e.g., $800K quota for $160K OTE)
Ramp period3-6 months depending on sales cycle
Ramp quota25% (M1-2), 50% (M3-4), 75% (M5-6), 100% (M7+)
Quota coverage targetHire for 120-130% of plan (accounts for attrition + ramp)
% of team hitting quotaTarget 60-70%. < 50% = quota too high. > 80% = too low.

---

Red Flags

  • NRR declining 2 quarters in a row -- customer value proposition is broken
  • Pipeline coverage < 3x entering quarter -- forecasting a miss
  • Win rate dropping while sales cycle extends -- competitive pressure or ICP drift
  • < 50% of AEs quota-attaining -- comp plan, ramp, or quota calibration issue
  • Average deal size declining -- moving downmarket under pressure
  • Magic Number < 0.5 -- sales spend not converting to revenue
  • Forecast accuracy < 80% -- pipeline quality or rep sandbagging
  • Single customer > 15% of ARR -- concentration risk
  • "Too expensive" in > 40% of loss notes -- value demonstration broken, not price
  • Expansion ARR < 20% of total new ARR -- upsell motion missing
  • No win/loss analysis process -- learning nothing from every deal outcome
  • Sales and CS not aligned on health scoring -- churn surprises

---

Integration with C-Suite

When...CRO Works With...To...
Pricing changesCPO + CFOAlign value positioning, model margin impact
Product roadmapCPO (cpo-advisor)Ensure features support ICP and close pipeline
Headcount planCFO + CHROCapacity model with ROI justification
NRR decliningCPO + COORoot cause: product gap or CS process failure
Enterprise expansionCEO (ceo-advisor)Executive sponsorship for key accounts
Revenue targetsCFO (cfo-advisor)Bottom-up model to validate top-down targets
Pipeline SLACMO (cmo-advisor)MQL-to-SQL conversion, CAC by channel
Security reviewsCISO (ciso-advisor)Unblock enterprise deals with security artifacts
Sales opsCOO (coo-advisor)RevOps staffing, commission infrastructure
Sales hiringCHRO (chro-advisor)Comp plans, ramp modeling, territory design
Competitive wins/lossesCompetitive Intel (competitive-intel)Battlecard updates, positioning

---

Proactive Triggers

  • NRR < 100% -- retention must be fixed before scaling acquisition
  • Pipeline coverage < 3x -- forecast at risk, flag to CEO immediately
  • Win rate declining 2+ quarters -- sales process or product alignment issue
  • Top customer > 20% of ARR -- concentration risk, diversify immediately
  • No pricing review in 12+ months -- likely leaving revenue on the table
  • Expansion revenue < 15% of new ARR -- missing upsell/cross-sell opportunity
  • Sales cycle lengthening -- competitive or product issue, investigate
  • > 30% discount rate on deals -- pricing or value communication problem

---

Output Artifacts

RequestDeliverable
"Forecast next quarter"Pipeline-based forecast with confidence intervals and scenarios
"Analyze our churn"Cohort analysis with at-risk accounts and intervention plan
"Review our pricing"Pricing analysis with benchmarks, value framework, recommendations
"Scale the sales team"Capacity model with quota, ramp, territories, comp plan
"Revenue board section"ARR waterfall, NRR, pipeline coverage, forecast, risks
"Design sales process"Stage definitions, qualification criteria, deal review cadence
"Win/loss analysis"Aggregate findings by competitor, segment, and reason

---

Tool Reference

1. revenue_waterfall_analyzer.py

Analyzes ARR waterfall (new logo, expansion, contraction, churn) to calculate NRR, GRR, and net new ARR. Detects trends, flags retention risks, and benchmarks against SaaS industry standards.

python scripts/revenue_waterfall_analyzer.py --input revenue_data.json --json
python scripts/revenue_waterfall_analyzer.py --input revenue_data.json
FlagTypeDescription
--inputrequiredPath to JSON file with period-level ARR components (opening, new, expansion, contraction, churn)
--jsonoptionalOutput in JSON format instead of human-readable text

2. pipeline_coverage_calculator.py

Calculates pipeline coverage ratios by quarter position, analyzes stage distribution health, detects deal aging risks, and generates pipeline adequacy assessments with action recommendations.

python scripts/pipeline_coverage_calculator.py --input pipeline_data.json --json
python scripts/pipeline_coverage_calculator.py --input pipeline_data.json
FlagTypeDescription
--inputrequiredPath to JSON file with deals (stage, value, age, close date), quota, and quarter dates
--jsonoptionalOutput in JSON format instead of human-readable text

3. sales_efficiency_scorer.py

Scores sales efficiency using Magic Number, CAC Payback, quota attainment distribution, win rate, and sales cycle metrics. Benchmarks against SaaS standards and generates improvement recommendations.

python scripts/sales_efficiency_scorer.py --input sales_data.json --json
python scripts/sales_efficiency_scorer.py --input sales_data.json
FlagTypeDescription
--inputrequiredPath to JSON file with revenue, S&M spend, rep-level quota attainment, win/loss counts, and cycle times
--jsonoptionalOutput in JSON format instead of human-readable text

---

Troubleshooting

ProblemLikely CauseResolution
NRR declining 2+ quartersProduct-market fit erosion, CS gap, or ICP driftSegment NRR by cohort and plan tier; diagnose whether churn is product, service, or fit-driven
Pipeline coverage below 3x entering quarterInsufficient top-of-funnel or poor lead-to-opp conversionAudit lead sources by conversion rate; increase SDR activity; align with CMO on MQL volume
Win rate dropping while sales cycle extendsCompetitive pressure, product gap, or wrong ICPAnalyze win/loss by competitor and segment; review qualification criteria; check ICP alignment
Less than 50% of AEs quota-attainingQuota calibration, ramp, or enablement issueBenchmark quota:OTE ratio (4-6x); review ramp schedule; assess territory balance
Magic Number below 0.5S&M spend not converting to revenue efficientlyReview channel ROI; reduce spend on low-performing channels; improve rep productivity before adding headcount
Forecast accuracy below 80%Pipeline quality issues, sandbagging, or weak inspectionStandardize stage exit criteria; implement MEDDPICC qualification; conduct weekly deal reviews
Expansion ARR less than 20% of total new ARRMissing upsell/cross-sell motion or no expansion playbookDesign expansion triggers with CS; implement usage-based upsell alerts; create cross-sell bundles

---

Success Criteria

  • NRR exceeds 110% sustained across 4 consecutive quarters
  • Pipeline coverage maintains 3-4x quota with healthy stage distribution at quarter start
  • Win rate stable or improving against top 3 competitors
  • 60-70% of ramped AEs achieving quota attainment
  • Magic Number exceeds 0.75 indicating efficient S&M spend
  • CAC Payback under 18 months with LTV:CAC ratio above 3:1
  • Forecast accuracy exceeds 85% within two quarters of implementation

---

Scope & Limitations

In scope: Revenue health diagnostics (NRR, GRR, ARR waterfall), sales model selection and optimization, pipeline management (stage definitions, coverage modeling, MEDDPICC qualification), pricing strategy frameworks, sales team scaling (capacity model, quota setting, territory design), revenue forecasting, and board-level revenue reporting.

Out of scope: CRM system administration or data extraction (tools consume JSON exports), individual deal coaching (tools flag patterns, not prescribe tactics), marketing attribution modeling (use cmo-advisor), customer success health scoring (use customer-success-manager), and compensation plan legal compliance. Tools analyze point-in-time revenue snapshots; continuous monitoring requires CRM/BI integration.

Limitations: Revenue benchmarks based on aggregate B2B SaaS data; targets vary by stage, ACV, and sales motion (PLG vs enterprise vs channel). Pipeline analysis assumes accurate CRM data including stage, value, age, and close date. Sales efficiency metrics require accurate financial data that early-stage companies may not track. Quota recommendations are directional; final calibration requires territory-level analysis.

---

Integration Points

  • cfo-advisor -- Revenue forecasts and capacity models feed financial planning; pricing impacts margin modeling
  • cpo-advisor -- Product roadmap must support ICP needs and close pipeline gaps; feature requests filtered through CPO
  • cmo-advisor -- Pipeline SLA and MQL-to-SQL conversion jointly owned; CAC optimization requires marketing alignment
  • coo-advisor -- RevOps staffing and commission infrastructure depend on operational capacity planning
  • competitive-intel -- Win/loss data and competitive win rates inform battlecard updates and positioning
  • sales-success/ -- Sales efficiency metrics cascade to account executive and sales ops execution

Related skills

FAQ

What signals a revenue crisis?

NRR below 90%, meaning existing customers are shrinking; fix retention before scaling sales.

Which sales models does it compare?

Self-serve/PLG, SMB inside sales, mid-market, enterprise, and channel/partner.

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