borghei/ceo-advisor
> Executive leadership guidance for strategic decisions, org development, and stakeholder management. Use when planning strategy, preparing board presentations, managing investors, or making executive decisions.
npx skills add https://github.com/borghei/Claude-Skills --skill ceo-advisorStrategic frameworks and tools for chief executive leadership, organizational transformation, and stakeholder management.
CEO, chief executive officer, executive leadership, strategic planning, board governance, investor relations, board meetings, board presentations, financial modeling, strategic decisions, organizational culture, company culture, leadership development, stakeholder management, executive strategy, crisis management, organizational transformation, investor updates, strategic initiatives, company vision
python scripts/strategy_analyzer.py
Analyzes strategic position and generates actionable recommendations.
python scripts/financial_scenario_analyzer.py
Models different business scenarios with risk-adjusted projections.
Review references/executive_decision_framework.md for structured decision processes.
Use templates in references/board_governance_investor_relations.md for board packages.
Implement frameworks from references/leadership_organizational_culture.md for transformation.
Q1: Environmental Scan
- Market analysis
- Competitive intelligence
- Technology trends
- Regulatory landscape
Q2: Strategy Development
- Strategic options generation
- Scenario planning
- Resource allocation
- Risk assessment
Q3: Planning & Budgeting
- Annual operating plan
- Budget allocation
- OKR setting
- Initiative prioritization
Q4: Communication & Launch
- Board approval
- Investor communication
- Employee cascade
- Partner alignment
# Run financial scenario analysis
python scripts/financial_scenario_analyzer.py
# Allocation priorities:
1. Core Operations (40-50%)
2. Growth Investments (25-35%)
3. Innovation/R&D (10-15%)
4. Strategic Reserve (10-15%)
5. Shareholder Returns (varies)
Influence →
Low High
High ┌─────────┬─────────┐
Interest │ Keep │ Manage │
↑ │Informed │ Closely │
├─────────┼─────────┤
Low │Monitor │ Keep │
│ │Satisfied│
└─────────┴─────────┘
Primary Stakeholders:
- Board of Directors
- Investors
- Employees
- Customers
Secondary Stakeholders:
- Partners
- Community
- Media
- Regulators
From references/leadership_organizational_culture.md:
Culture Transformation Timeline:
Key Levers:
Daily:
Weekly:
Monthly:
Quarterly:
6:00 AM - Personal development (reading, exercise)
7:00 AM - Day planning & priority review
8:00 AM - Metric dashboard review
8:30 AM - Customer/market intelligence
9:00 AM - Strategic work block
10:30 AM - Meetings block
12:00 PM - Lunch (networking/thinking)
1:00 PM - External meetings
3:00 PM - Internal meetings
4:30 PM - Email/communication
5:30 PM - Team walk-around
6:00 PM - Transition/reflection
Monday: Strategy & Planning
Tuesday: External Focus
Wednesday: Operations
Thursday: People & Culture
Friday: Innovation & Future
Use framework from references/executive_decision_framework.md:
Major Decisions Requiring Framework:
Decision Checklist:
Level 1 Crisis (Department)
Level 2 Crisis (Company)
Level 3 Crisis (Existential)
From references/board_governance_investor_relations.md:
Preparation Timeline:
Board Package Components:
Building Trust:
Difficult Conversations:
Earnings Cycle:
Key Messages:
Pitch Deck Structure:
10. Ask (1 slide)
Financial Metrics:
Customer Metrics:
Operational Metrics:
People Metrics:
Quarterly Reflection:
Annual 360 Review:
Ongoing:
T-3 Years:
T-1 Year:
Transition:
Core Competencies:
Development Activities:
Sustainability Practices:
Energy Management:
Strategy & Planning:
Financial Management:
Communication:
Personal Productivity:
Books:
Frameworks:
Networks:
✅ Strategic Success
✅ Financial Success
✅ Organizational Success
✅ Stakeholder Success
⚠️ Missing targets consistently
⚠️ High executive turnover
⚠️ Board relationship strained
⚠️ Culture deteriorating
⚠️ Market share declining
⚠️ Cash burn increasing
⚠️ Innovation stalling
⚠️ Personal burnout signs
Comprehensive strategic position analysis across 5 pillars (market position, financial health, operational excellence, organizational capability, growth potential). Applies Porter's Five Forces, SWOT, and BCG matrix.
# Run with demo data
python scripts/strategy_analyzer.py
# Run with custom company data (JSON)
python scripts/strategy_analyzer.py < company_data.json
Input format: JSON with market_position, financial_health, organizational_capability, growth_potential, competitive_forces objects. Each contains factor scores (0-100).
Output: Strategic health score (0-100), pillar-level analysis, strategic options ranked by priority, risk assessment, and 4-phase roadmap.
Models multiple financial scenarios with NPV, IRR, break-even analysis, and risk-adjusted returns.
# Run with demo scenarios
python scripts/financial_scenario_analyzer.py
# Run with custom base case and scenarios (JSON)
python scripts/financial_scenario_analyzer.py < scenarios.json
Input format: JSON with base_case (revenue, cogs, operating_expenses, cash, burn_rate, valuation) and scenarios array (each with name, probability, growth_model, growth_rate, changes).
Output: Base case summary, per-scenario projections (3-year), NPV, IRR, break-even month, risk-adjusted expected value, and recommended scenario.
| Problem | Likely Cause | Fix |
|---------|-------------|-----|
| Strategy analysis scores all pillars as "Adequate" (50) | Default scores used because no data provided | Provide actual pillar data; defaults mask real strengths and weaknesses |
| Board loses confidence in CEO updates | Updates are vague or miss key metrics | Use the 3-sentence executive summary format; lead with numbers, not narratives |
| Strategic plan exists but execution stalls | No OKR cascade or accountability mechanism | Tie strategy to quarterly rocks; review weekly in L10 meetings |
| Investor updates generate more questions than answers | Missing key metrics or unclear narrative | Follow Monthly Metrics Package template; include variance explanations for every miss |
| Crisis response is reactive and chaotic | No pre-defined severity levels or response playbook | Implement 3-level crisis framework; run tabletop exercises quarterly |
| Culture initiatives don't stick | No reinforcement mechanism; treated as one-time event | Embed culture metrics in performance reviews; CEO models behaviors visibly |
| Board meeting prep is always last-minute | No structured T-minus timeline | Implement the T-14 to T-0 preparation workflow; assign Chief of Staff as owner |
In Scope: Strategic planning frameworks, financial scenario modeling, board governance, investor relations, crisis management, culture development, CEO routines and decision frameworks.
Out of Scope: Legal advice, regulatory filings, actual fundraising execution, personal coaching beyond frameworks, industry-specific competitive intelligence, board member recruiting.
Limitations: Strategy analyzer uses weighted scoring which simplifies complex strategic reality. Financial scenario models use simplified growth projections -- they are directional, not precise forecasts. Crisis playbooks provide structure but cannot predict specific crisis scenarios.
| Skill | Integration |
|-------|-------------|
| cfo-advisor | Financial scenarios, fundraising strategy, board financial sections |
| board-deck-builder | Executive summary and strategic outlook sections of board decks |
| board-meeting | CEO leads Phase 1 context and Phase 5 synthesis review |
| chief-of-staff | Routes strategic questions; synthesizes multi-advisor outputs |
| company-os | CEO sets vision that feeds 1-year plan and quarterly rocks |
| culture-architect | Culture transformation frameworks; values-to-behaviors translation |
| founder-coach | CEO personal development and leadership evolution |
| strategic-alignment | Validates goal cascade from vision to team-level OKRs |
Take borghei/ceo-advisor from the repository into ~/.claude/skills for personal
use, or into .claude/skills inside a project.
The agent identifies a skill by the name field in its header. Two skills with the
same name cannot sit side by side — one of them will be ignored.