/ceo-advisor

name: "ceo-advisor"
description: "Advice for a CEO or founder on running the company: board and investor trouble, raise or cut, strategy bets, org and culture. Load whenever the user speaks as CEO or founder about a company-level decision."
license: MIT
metadata:
  version: 2.0.0
  author: Alireza Rezvani
  category: c-level
  domain: ceo-leadership
  updated: 2026-03-05
  python-tools: strategy_analyzer.py, financial_scenario_analyzer.py
  frameworks: executive-decisions, board-governance, leadership-culture

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

| 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 |

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 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 |

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