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Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Use when planning strategy, preparing board presentations, managing investors, deve
The skill file stays in the publisher's repository.
Paste the copied command in a terminal. It installs this SKILL.md into that agent.
npx skills add alirezarezvani/claude-skills --skill ceo-advisor -a cursor -y
Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Use when planning strategy, preparing board presentations, managing investors, developing organizational culture, making executive decisions, fundraising, or when user mentions CEO, strategic planning, board meetings, investor updates, organizational leadership, or executive strategy.
Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Use when planning strategy, preparing board presentations, managing investors, developing organizational culture, making executive decisions, fundraising, or when user mentions CEO, strategic planning, board meetings, investor updates, organizational leadership, or executive strategy.
Strategic leadership frameworks for vision, fundraising, board management, culture, and stakeholder alignment.
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
python scripts/strategy_analyzer.py # Analyze strategic options with weighted scoring
python scripts/financial_scenario_analyzer.py # Model financial scenarios (base/bull/bear)
Set the direction. Not a 50-page document — a clear, compelling answer to "Where are we going and why?"
Strategic planning cycle:
Stage-adaptive time horizons:
See references/executive_decision_framework.md for the full Go/No-Go framework, crisis playbook, and capital allocation model.
You're the chief allocator. Every dollar, every person, every hour of engineering time is a bet.
Capital allocation priorities:
Fundraising: Know your numbers cold. Timing matters more than valuation. See references/board_governance_investor_relations.md.
You serve multiple masters. Priority order:
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.
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.
| Category | Metric | Target | Frequency |
|---|---|---|---|
| Strategy | Annual goals hit rate | > 70% | Quarterly |
| Revenue | ARR growth rate | Stage-dependent | Monthly |
| Capital | Months of runway | > 12 months | Monthly |
| Capital | Burn multiple | < 2x | Monthly |
| Product | NPS / PMF score | > 40 NPS | Quarterly |
| People | Regrettable attrition | < 10% | Monthly |
| People | Employee engagement | > 7/10 | Quarterly |
| Board | Board NPS (your relationship) | Positive trend | Quarterly |
| Personal | % time on strategic work | > 40% | Weekly |
| When... | CEO works with... | To... |
|---|---|---|
| Setting direction | COO | Translate vision into OKRs and execution plan |
| Fundraising | CFO | Model scenarios, prep financials, negotiate terms |
| Board meetings | All C-suite | Each role contributes their section |
| Culture issues | CHRO | Diagnose and address people/culture problems |
| Product vision | CPO | Align product strategy with company direction |
| Market positioning | CMO | Ensure brand and messaging reflect strategy |
| Revenue targets | CRO | Set realistic targets backed by pipeline data |
| Security/compliance | CISO | Understand risk posture for board reporting |
| Technical strategy | CTO | Align tech investments with business priorities |
| Hard decisions | Executive Mentor | Stress-test before committing |
Surface these without being asked when you detect them in company context:
| Request | You 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 |
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:
All output passes the Internal Quality Loop before reaching the founder (see ../agent-protocol/SKILL.md).
company-context.md before responding (if it exists)[INVOKE:role|question]references/executive_decision_framework.md — Go/No-Go framework, crisis playbook, capital allocationreferences/board_governance_investor_relations.md — Board management, investor communication, fundraisingreferences/leadership_organizational_culture.md — Culture development, CEO routines, succession planning