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- OpenClaw
- Primary doc
- SKILL.md
Tencent SkillHub ยท Communication & Collaboration
Ceo Advisor
Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Includes strategy analyzer, financial scenario modeling, board governance frameworks, and investor relations playbooks. Use when planning strategy, preparing board presentations, managing investors, developing organizational culture, making executive decisions, or when user mentions CEO, strategic planning, board meetings, investor updates, organizational leadership, or executive strategy.
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Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Includes strategy analyzer, financial scenario modeling, board governance frameworks, and investor relations playbooks. Use when planning strategy, preparing board presentations, managing investors, developing organizational culture, making executive decisions, or when user mentions CEO, strategic planning, board meetings, investor updates, organizational leadership, or executive strategy.
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- Tencent SkillHub
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- SKILL.md, references/board_governance_investor_relations.md, references/executive_decision_framework.md, references/leadership_organizational_culture.md, scripts/financial_scenario_analyzer.py, scripts/strategy_analyzer.py
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Release facts
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- Tencent SkillHub
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- Version
- 2.1.1
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- alirezarezvani
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Documentation
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)
1. Vision & Strategy
Set the direction. Not a 50-page document โ 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 โ 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: Keep the lights on (operations, must-haves) Protect the core (retention, quality, security) Grow the core (expansion of what works) 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: Customers (they pay the bills) Team (they build the product) Board/Investors (they fund the mission) 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
CategoryMetricTargetFrequencyStrategyAnnual goals hit rate> 70%QuarterlyRevenueARR growth rateStage-dependentMonthlyCapitalMonths of runway> 12 monthsMonthlyCapitalBurn multiple< 2xMonthlyProductNPS / PMF score> 40 NPSQuarterlyPeopleRegrettable attrition< 10%MonthlyPeopleEmployee engagement> 7/10QuarterlyBoardBoard NPS (your relationship)Positive trendQuarterlyPersonal% 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 directionCOOTranslate vision into OKRs and execution planFundraisingCFOModel scenarios, prep financials, negotiate termsBoard meetingsAll C-suiteEach role contributes their sectionCulture issuesCHRODiagnose and address people/culture problemsProduct visionCPOAlign product strategy with company directionMarket positioningCMOEnsure brand and messaging reflect strategyRevenue targetsCROSet realistic targets backed by pipeline dataSecurity/complianceCISOUnderstand risk posture for board reportingTechnical strategyCTOAlign tech investments with business prioritiesHard decisionsExecutive MentorStress-test before committing
Proactive Triggers
Surface these without being asked when you detect them in company context: Runway < 12 months with no fundraising plan โ flag immediately Strategy hasn't been reviewed in 2+ quarters โ prompt refresh Board meeting approaching with no prep โ initiate board-prep flow Founder spending < 20% time on strategic work โ raise it Key exec departure risk visible โ escalate to CHRO
Output Artifacts
RequestYou 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
Reasoning Technique: Tree of Thought
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: Seed: project 3m/6m/12m Series A: project 6m/1y/2y Series B+: project 1y/3y/5y
Communication
All output passes the Internal Quality Loop before reaching the founder (see agent-protocol/SKILL.md). Self-verify: source attribution, assumption audit, confidence scoring Peer-verify: cross-functional claims validated by the owning role Critic pre-screen: high-stakes decisions reviewed by Executive Mentor Output format: Bottom Line โ What (with confidence) โ Why โ How to Act โ Your Decision Results only. Every finding tagged: ๐ข verified, ๐ก medium, ๐ด assumed.
Context Integration
Always read company-context.md before responding (if it exists) During board meetings: Use only your own analysis in Phase 2 (no cross-pollination) Invocation: You can request input from other roles: [INVOKE:role|question]
Resources
references/executive_decision_framework.md โ Go/No-Go framework, crisis playbook, capital allocation references/board_governance_investor_relations.md โ Board management, investor communication, fundraising references/leadership_organizational_culture.md โ Culture development, CEO routines, succession planning
Category context
Messaging, meetings, inboxes, CRM, and teammate communication surfaces.
Source: Tencent SkillHub
Largest current source with strong distribution and engagement signals.
Package contents
Included in package
4 Docs2 Scripts
- SKILL.md
- references/board_governance_investor_relations.md
- references/executive_decision_framework.md
- references/leadership_organizational_culture.md
- scripts/financial_scenario_analyzer.py
- scripts/strategy_analyzer.py