boardroom
by alirezarezvaniboardroom is a C-suite strategic deliberation skill that turns a decision brief into a 6-phase board memo with independent executive positions, cross-examination, critic pre-screen, and synthesis. Use it for high-stakes cross-functional decisions like pricing, runway, product bets, risk, or Strategic Planning.
This skill scores 76/100, making it a solid listing candidate for directory users who want an agent-driven C-suite deliberation workflow. The repository evidence shows a clear command, intended use case, six-phase process, role-based critique model, and board-memo output, so an agent can likely trigger and follow it with less guesswork than a generic strategy prompt. Users should still expect some adoption gaps because the skill has no support files, install command, or external references, and it appears designed to fit into a broader C-level advisor workflow.
- Clear trigger and use case: `/cs:boardroom <brief-path>` is intended for strategy decisions spanning multiple executive domains.
- Operational structure is substantive, with six phases including briefing, isolated independent thinking, cross-examination, critic pre-screen, and synthesis.
- Provides agent leverage through multi-role C-suite deliberation and explicit domain critiques such as CFO math review and CISO risk review.
- No support files, scripts, references, README, or install command are present, so setup and surrounding workflow assumptions are not self-contained.
- The skill references broader pipeline artifacts such as `company-context.md`, affected roles, and adjacent commands, which may limit usefulness outside the parent C-level advisor system.
Overview of boardroom skill
What boardroom is for
The boardroom skill is a C-level strategic deliberation workflow for Claude-style agents. It turns one strategy brief into a structured board memo by running a 6-phase “multi-role boardroom” process: briefing, independent executive positions, cross-examination, critic pre-screen, synthesis, and decision-ready output. It is designed for choices that cut across functions, not for quick one-person brainstorming.
Best-fit users and decisions
Use the boardroom skill when you need executive-style pressure testing before a high-stakes move: pricing changes, runway tradeoffs, product bets, enterprise risk decisions, security investments, market expansion, hiring freezes, or roadmap-priority conflicts. It is especially useful as boardroom for Strategic Planning because it forces finance, product, risk, go-to-market, and operations perspectives to disagree before converging.
What makes it different from a normal prompt
A normal “act as a board” prompt often lets one blended voice dominate. boardroom’s main differentiator is Phase 2 isolation: each affected advisor forms an independent view before reading the others. That makes dissent more likely and reduces premature consensus. The output is not just ideas; it aims to produce a board memo with recommendations, concerns, supports, and unresolved tensions.
Adoption considerations
The repository currently exposes the skill primarily through SKILL.md; there are no extra scripts, rules, resources, or metadata files in the skill folder. That keeps boardroom lightweight, but it also means the quality depends heavily on your brief and on the surrounding C-level advisor setup in alirezarezvani/claude-skills. Install it if you want a repeatable deliberation protocol, not a fully automated decision system.
How to Use boardroom skill
boardroom install and files to inspect first
Install from the parent skills repository with:
npx skills add alirezarezvani/claude-skills --skill boardroom
Then read the skill file at:
c-level-advisor/c-level-agents/skills/boardroom/SKILL.md
There is no local README.md or helper script for this skill, so SKILL.md is the source of truth. If you are using the broader C-level advisor system, also inspect adjacent skills in the pipeline because boardroom is positioned after /cs:brief and before /cs:decide.
How to call the boardroom skill
The source command is:
/cs:boardroom <brief-path>
In practice, pass a brief file or a well-structured brief body. The skill expects a single strategic decision, not a vague business area. A weak request is: “Discuss our pricing.” A stronger prompt is:
/cs:boardroom briefs/q3-pricing-change.md
Where the brief includes: the decision to make, current context, affected roles, known constraints, financial assumptions, customer impact, risks, options considered, and the deadline for a recommendation.
What to put in the brief
For reliable boardroom usage, write the brief so each executive role has something concrete to judge. Include numbers for the CFO, customer and roadmap impact for the CPO, threat or compliance exposure for CISO/legal-style critique, go-to-market implications for revenue leaders, and operational constraints for execution leaders.
A strong brief answers:
- What decision must be made now?
- What options are on the table?
- What would make each option fail?
- Which teams, customers, or metrics are affected?
- What assumptions are uncertain?
- What form should the final board memo take?
Suggested workflow for better output
Use boardroom after you have a draft strategy brief, not before. A practical sequence is: collect context, write /cs:brief, run /cs:boardroom, then use the memo as input to /cs:decide. During review, check whether Phase 2 produced real disagreement. If every role agrees too quickly, your brief may be under-specified or framed around an obvious answer.
boardroom skill FAQ
Is boardroom good for beginners?
Yes, if you can write a clear decision brief. The protocol itself is easy to invoke, but the output quality depends on the input. Beginners should start with one concrete decision, three options or fewer, and explicit constraints. Avoid asking boardroom to “create a company strategy from scratch” without context.
When should I not use boardroom?
Do not use boardroom for simple execution tasks, small copy edits, single-domain technical questions, or decisions where one specialist answer is enough. It is overkill for “which button label is better?” but appropriate for “should we change packaging and pricing in a way that affects revenue, churn, support, and positioning?”
How does boardroom compare with generic strategic planning prompts?
Generic prompts can summarize tradeoffs, but boardroom guide-style usage gives you a repeatable decision ceremony. The isolation phase, cross-examination, and synthesis make it better for surfacing hidden risks. The tradeoff is more setup: you need a real brief and must be willing to read a longer memo.
Does boardroom make the decision for me?
No. boardroom produces a board-style memo and recommendation support, but it should not replace accountable human judgment. Treat it as a structured advisory layer. Validate financial assumptions, legal exposure, security claims, and customer evidence before acting.
How to Improve boardroom skill
Improve boardroom results with stronger briefs
The fastest way to improve boardroom is to make the brief decision-shaped. Replace broad goals with decision language: “Choose whether to raise Pro plan pricing from $49 to $69 in Q3” is better than “Review pricing strategy.” Add baseline metrics, expected upside, downside thresholds, and non-negotiables. This gives each advisor a measurable surface to critique.
Force useful dissent before synthesis
Because boardroom’s value comes from independent executive perspectives, ask for explicit disagreement when invoking it. Add instructions such as: “Do not converge until each role has named its top objection and the assumption that would change its recommendation.” This protects the skill from producing a polished but shallow consensus.
Iterate after the first board memo
After the first output, do not ask only for a rewrite. Ask targeted follow-ups: “Which recommendation is most sensitive to revenue assumptions?” “What would the CISO veto?” “What evidence would change the CFO view?” “What is the smallest reversible test?” These follow-ups turn the board memo into an action plan without losing the deliberation trail.
Common failure modes to watch
boardroom can underperform when the brief has missing numbers, unclear affected roles, or only one acceptable option. It may also produce generic executive language if you omit company context. To fix this, add concrete constraints: budget ceiling, runway, customer segment, launch window, compliance boundary, team capacity, and success metric. The better the context, the more decision-useful the boardroom skill becomes.