ceo-advisor
by alirezarezvaniceo-advisor is a Claude skill for executive Strategic Planning, board prep, investor communication, culture work, and CEO decision support. It includes reference guides plus Python tools for weighted strategy assessment and financial scenario analysis.
This skill scores 78/100, which makes it a solid listing candidate for directory users who want a reusable CEO-level advisory workflow. It has clear activation cues, substantive reference material, and supporting scripts, though adoption would be easier with better setup documentation and more concrete input/output examples.
- Strong triggerability: the description and keyword list clearly cover CEO strategy, board meetings, investor updates, fundraising, culture, and executive decision-making.
- Operational support goes beyond a prompt: SKILL.md includes strategic responsibilities, quick-start commands, and references for decision frameworks, board governance, investor relations, and culture.
- Includes two Python tools for strategic option scoring and financial scenario modeling, giving agents reusable analysis workflows.
- No install command or README is provided in the skill path, so users must infer setup from the repository structure.
- The skill is broad CEO-advice material; users needing industry-specific or company-stage-specific guidance may need to supply extra context.
Overview of ceo-advisor skill
What ceo-advisor is for
ceo-advisor is a Claude skill for executive-level Strategic Planning, CEO decision support, board preparation, investor communication, organizational culture, and stakeholder management. It is best suited for founders, CEOs, chiefs of staff, operators, and leadership teams who need a structured way to turn messy business context into strategic options, decision criteria, board-ready narratives, or leadership action plans.
Best-fit use cases
Use the ceo-advisor skill when the work involves high-consequence tradeoffs rather than generic business writing: annual planning, quarterly OKRs, market expansion, fundraising readiness, board meeting prep, investor updates, capital allocation, crisis response, succession planning, culture transformation, or executive alignment. It is especially useful when you need the assistant to weigh options, expose assumptions, and recommend next steps instead of simply drafting polished copy.
What makes this skill different
The repository includes more than a prompt wrapper. The skill is supported by CEO-focused reference material for board governance, investor relations, executive decisions, leadership, and culture. It also includes two Python tools: scripts/strategy_analyzer.py for weighted strategic assessment and scripts/financial_scenario_analyzer.py for base/bull/bear financial modeling. That combination makes ceo-advisor more operational than a one-off “act as a CEO” prompt.
Adoption considerations
The skill works best when you can provide real business context: market, stage, financial position, strategic constraints, stakeholder expectations, and time horizon. It is not a substitute for legal, accounting, investment banking, or fiduciary advice. Treat its outputs as structured executive thinking, draft materials, and decision support that should be reviewed by qualified leaders and advisors.
How to Use ceo-advisor skill
ceo-advisor install and repository path
Install from the GitHub skill repository with:
npx skills add alirezarezvani/claude-skills --skill ceo-advisor
The skill lives at c-level-advisor/skills/ceo-advisor. After installing, read SKILL.md first to understand triggering intent and scope. Then inspect the highest-value supporting files:
references/executive_decision_framework.mdreferences/board_governance_investor_relations.mdreferences/leadership_organizational_culture.mdscripts/strategy_analyzer.pyscripts/financial_scenario_analyzer.py
These files clarify how the ceo-advisor skill frames decisions, board processes, culture work, and scenario analysis.
Inputs that make ceo-advisor usage stronger
A weak prompt says: “Help with strategy.” A strong prompt gives the skill the context a CEO would need:
- Company stage, sector, geography, and business model
- Revenue, growth, margin, runway, or funding status if relevant
- Current strategic options and why they are mutually constrained
- Time horizon: next board meeting, quarter, year, or 3-year plan
- Stakeholders: board, investors, employees, customers, regulators
- Decision criteria: risk, speed, cash impact, strategic fit, morale, valuation
- Output format: board memo, decision matrix, OKR plan, investor update, talk track
Example prompt:
“Use ceo-advisor for Strategic Planning. We are a B2B SaaS company at $4M ARR, 8 months runway, 70% gross margin, slowing enterprise pipeline, and two options: cut burn to extend runway or raise a bridge while launching a mid-market product. Build a CEO decision memo with criteria, weighted tradeoffs, risks, board questions, and a 30/60/90-day action plan.”
Practical workflow for executive outputs
Start with the decision, not the document. Ask ceo-advisor to define the executive question, identify missing data, and create a decision framework before drafting slides or memos. For board work, have it produce a concise narrative first: situation, options, recommendation, risks, asks, and metrics. For culture or organization work, ask for diagnosis, desired behavior change, leadership operating rhythm, and measurable indicators.
When numerical tradeoffs matter, run or adapt the scripts locally. strategy_analyzer.py is useful for comparing strategic options across market position, financial health, operations, organizational capability, and growth potential. financial_scenario_analyzer.py is better for runway, cash flow, valuation, and scenario sensitivity. Use script outputs as evidence inside the prompt rather than asking the model to invent numbers.
Prompt pattern that invokes the skill well
Use this compact structure for reliable ceo-advisor usage:
- “Use ceo-advisor to help with [decision or executive task].”
- “Context: [company, stage, metrics, constraints].”
- “Options: [A, B, C].”
- “Stakeholders: [board/investors/team/customers].”
- “Evaluate by: [criteria and weights if known].”
- “Deliverable: [memo, matrix, plan, script, agenda].”
- “Flag assumptions, missing data, and risks.”
This pattern reduces generic advice and pushes the skill toward CEO-grade decision support.
ceo-advisor skill FAQ
Is ceo-advisor only for CEOs?
No. The ceo-advisor skill is useful for founders, chiefs of staff, strategy leads, COOs, board-facing finance leaders, and executive coaches. The common requirement is not title; it is the need to reason across strategy, finance, organization, and stakeholders.
How is it better than a normal executive prompt?
A normal prompt may produce plausible leadership language. ceo-advisor adds a more consistent structure: decision frameworks, board governance references, investor relations patterns, culture models, and optional analysis scripts. That makes it better for repeatable executive workflows where format, criteria, and stakeholder framing matter.
When should I not use ceo-advisor?
Do not use it for narrow specialist work that requires authoritative professional advice, such as securities law, tax structuring, audited financial reporting, employment law, or formal valuation opinions. Also avoid it when you only need simple copywriting; a lighter prompt may be faster.
Is ceo-advisor beginner-friendly?
Yes, if you can describe the business situation clearly. Beginners should ask the skill to first create a list of missing information and a recommended decision framework. Experienced users can go directly to weighted option scoring, board memo drafting, fundraising narratives, or scenario planning.
How to Improve ceo-advisor skill
Improve ceo-advisor inputs before asking for recommendations
The most common failure mode is asking for a recommendation without enough constraints. Before requesting advice, gather the few facts that change the decision: cash position, growth rate, customer concentration, team capacity, competitive pressure, investor expectations, and timing. If data is uncertain, label it as estimated and ask for sensitivity ranges.
Use evidence instead of executive-sounding goals
“Grow faster” is too vague. Better: “Increase net revenue retention from 104% to 115% in 12 months without increasing CAC payback beyond 14 months.” Specific metrics let ceo-advisor connect strategy to tradeoffs, operating cadence, and board-level accountability.
Iterate from framework to artifact
Do not ask for the final board deck or investor update immediately. First ask for the decision framework, then challenge assumptions, then request the artifact. A good sequence is: executive question → options → weighted criteria → recommendation → risks → stakeholder narrative → final memo or agenda. This produces stronger outputs and makes disagreements visible earlier.
Customize the skill for your operating model
If you use ceo-advisor repeatedly, adapt prompts and local notes around your company’s planning rhythm, board calendar, investor style, strategic pillars, and leadership principles. Keep reusable context such as company metrics, market definitions, board composition, OKR format, and decision rights. The skill becomes much more valuable when it can reason from your actual executive operating system instead of generic CEO advice.