@diottodev/runic 1.0.0 → 1.1.0

package/c-level/chief-customer-officer-advisor/SKILL.md

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+---
+name: "chief-customer-officer-advisor"
+description: "Chief Customer Officer advisory for startups: retention decomposition (gross retention vs NRR honesty, churn root-cause taxonomy), customer segmentation strategy (differential investment across tiers + ICP fit scoring), CS team coverage model (pooled vs named CSM thresholds + ratio math), and CS team org evolution (CS vs Support vs AM distinctions). Use when designing retention strategy, segmenting customers for differential investment, sizing CS team, or sequencing CS hires. Strategic only — does not duplicate engineering/business-growth tactical skills."
+license: MIT
+metadata:
+  version: 1.0.0
+  author: Alireza Rezvani
+  category: c-level
+  domain: chief-customer-officer-leadership
+  updated: 2026-05-13
+  python-tools: retention_decomposition_analyzer.py, customer_segmentation_designer.py, cs_coverage_calculator.py
+  frameworks: retention-decomposition, customer-segmentation, cs-coverage-model, cs-team-org
+---
+
+# Chief Customer Officer Advisor
+
+Strategic customer leadership for startup CCOs and founders without one. **Four decisions, no generic CS survey:**
+
+1. **What's our retention architecture — and is gross retention vs NRR honest?** — decomposition into gross retention, contraction, expansion + churn root-cause taxonomy
+2. **How do we segment customers for differential investment?** — tier design + ICP fit scoring + investment-per-segment math
+3. **What's the CS team's coverage model — and when do we go pooled vs named?** — coverage ratio calculator + transition thresholds
+4. **What CS role do we hire next?** — stage-to-role map (CS ≠ Support ≠ AM ≠ Implementation)
+
+This skill does **not** cover tactical CS implementation. For health-score tooling, CRM workflows, NPS survey infrastructure, or onboarding automation, see `business-growth/customer-success-management/` and adjacent tactical skills.
+
+## Keywords
+
+CCO, chief customer officer, customer success, retention strategy, gross retention, net retention, NRR, GRR, logo retention, dollar retention, churn, contraction, expansion, downsell, customer lifetime value, CLV, LTV, time-to-value, TTV, time-to-first-value, customer health score, NPS, CSAT, customer effort score, segmentation, ICP fit, tier design, low-touch, high-touch, tech-touch, pooled CSM, named CSM, customer success manager, account manager, AM, implementation manager, IM, customer success operations, CS ops, book of business, ratio, ARR-per-CSM, customer marketing, advocacy, expansion playbook, voice of customer, VoC
+
+## Quick Start
+
+```bash
+# Decision A: Decompose retention honestly
+python scripts/retention_decomposition_analyzer.py                          # embedded B2B SaaS sample
+python scripts/retention_decomposition_analyzer.py path/to/cohorts.json
+
+# Decision B: Design customer segmentation + differential investment
+python scripts/customer_segmentation_designer.py                            # embedded 4-tier sample
+python scripts/customer_segmentation_designer.py path/to/customers.json
+
+# Decision C: Calculate CS team coverage model
+python scripts/cs_coverage_calculator.py                                    # embedded 350-customer sample
+python scripts/cs_coverage_calculator.py path/to/book.json
+```
+
+## Key Questions (ask these first)
+
+- **What's your GROSS retention rate?** (Not NRR — NRR hides churn behind expansion. Ask gross first.)
+- **What's the #1 reason customers leave?** (If you can't name it, you don't understand churn.)
+- **What's the median time-to-value (TTV) by segment?** (Long TTV in low tier = misfit; long TTV in high tier = onboarding broken.)
+- **Which customer would you fire today?** (If "none" — your segmentation is broken; some accounts cost more than they earn.)
+- **What's your ARR-per-CSM ratio, and what's the model — pooled or named?** (Stage and ACV determine the right answer.)
+- **Is CS in your comp plan, and how is it different from Sales comp?** (CS comp on retention; misalignment is a leading indicator of failure.)
+
+## Core Responsibilities
+
+### 1. Retention Decomposition
+
+**The trap:** "Our NRR is 115%, retention is great."
+
+The truth: NRR = Gross Retention − Contraction + Expansion. A 115% NRR with 85% gross retention is a leaky bucket masked by upsells. A 115% NRR with 98% gross retention is a healthy product.
+
+**Mandatory decomposition every quarter:**
+
+| Metric | What it measures | Health threshold (B2B SaaS) |
+|---|---|---|
+| **Gross Retention (GRR)** | $ from existing customers minus churn + contraction | ≥ 90% at growth stage; ≥ 95% at scale |
+| **Logo Retention** | % of customers who renewed | ≥ 85% at growth; ≥ 90% at scale |
+| **Net Revenue Retention (NRR)** | GRR + expansion | ≥ 110% at growth; ≥ 120% at scale |
+| **Contraction** | $ from existing customers reducing seats/usage | < 5% annually |
+| **Expansion** | $ from existing customers growing | 15-25% annually at healthy |
+
+**Run** `retention_decomposition_analyzer.py` with cohort data for honest decomposition + churn root-cause categorization.
+
+See `references/retention_decomposition.md` for the 7-category churn taxonomy + leading indicator playbook.
+
+### 2. Customer Segmentation
+
+**The trap:** "Every customer is important."
+
+The reality: customers exist on a spectrum of ICP fit × strategic value. Treating them identically wastes CS capacity and ignores expansion opportunity.
+
+**4-tier framework (B2B SaaS baseline):**
+
+| Tier | ARR range | Coverage | Investment per account/yr |
+|---|---|---|---|
+| **Strategic** | Top 5%, often $100K+ | Named CSM + executive sponsor | $20K-50K |
+| **Enterprise** | Next 15-20%, $20K-100K | Named CSM | $5K-15K |
+| **Mid-market** | Next 30-40%, $5K-20K | Pooled CSM + automation | $1K-3K |
+| **SMB / Long-tail** | Bottom 40-50%, <$5K | Tech-touch + self-serve | $50-500 |
+
+**Run** `customer_segmentation_designer.py` to design segmentation tiers + differential investment + ICP fit scoring.
+
+See `references/customer_segmentation_strategy.md` for ICP fit framework, tier transition triggers, and the kill list (customers below the investment floor).
+
+### 3. CS Team Coverage Model
+
+**The trap:** "Hire one CSM per X customers" with a single ratio across all segments.
+
+The reality: coverage model depends on segment, ACV, and complexity. Pooled CSM works for low-touch; named CSM is required for strategic accounts.
+
+**Coverage models:**
+
+| Model | Best for | Ratio (ARR-per-CSM) | Trade-offs |
+|---|---|---|---|
+| **Tech-touch (no human)** | SMB, low ACV | $5M-15M+ | Automation cost; cannot save high-stakes deals |
+| **Pooled CSM** | Mid-market | $2M-5M | Lower cost; less account intimacy |
+| **Named CSM** | Enterprise | $500K-2M | Higher cost; deeper relationships |
+| **Named CSM + exec sponsor** | Strategic | $300K-1M | Highest cost; reserved for top accounts |
+
+**Run** `cs_coverage_calculator.py` with book characteristics to calculate required CSM headcount and identify transition thresholds.
+
+See `references/cs_coverage_model.md` for ratios, ramp curves, and the "when to add a manager" trigger.
+
+### 4. CS Team Org Evolution
+
+**The wrong question:** "Should we hire a CSM or a Support engineer?"
+**The right question:** "What's the next customer outcome we're failing to deliver, and what role unblocks that?"
+
+**Critical distinctions (founders confuse these):**
+
+| Role | Owns | Does NOT own |
+|---|---|---|
+| Customer Support | Reactive issue resolution (ticket queue) | Renewal, expansion, success outcomes |
+| Customer Success Manager | Proactive value realization + renewal + expansion lead | Day-to-day tickets, implementation |
+| Account Manager | Commercial relationship + expansion close | Day-to-day success, technical depth |
+| Implementation Manager | Onboarding + go-live | Ongoing success after launch |
+| CS Operations | Tooling, data, analytics, playbooks | Direct customer relationships |
+| Customer Marketing | Advocacy, case studies, references | 1:1 customer relationships |
+
+See `references/cs_team_org_evolution.md` for stage-to-role map (seed → late-stage) + the AM-vs-CSM split decision.
+
+## Workflows
+
+### Workflow 1: Quarterly Retention Review (4 hours)
+**Goal:** Decompose retention honestly + identify top-3 churn drivers.
+
+```bash
+# 1. Pull cohort data: closed/won by quarter for last 8 quarters
+python scripts/retention_decomposition_analyzer.py cohorts.json
+# 2. Review GRR / NRR / contraction / expansion separately
+# 3. For each cohort showing GRR < 90%: identify churn root cause (7-category taxonomy)
+# 4. Cross-check with cs-cro-advisor: does the expansion math add up?
+# 5. Cross-check with cs-cpo-advisor: are product gaps driving churn?
+# 6. Output: top-3 leakage points + 90-day mitigation plan
+```
+
+### Workflow 2: Customer Segmentation Audit (1 day)
+**Goal:** Re-segment customer base + reset differential investment.
+
+```bash
+# 1. Build customers.json with ARR, tenure, ICP fit signals
+python scripts/customer_segmentation_designer.py customers.json
+# 2. Identify segment migration (mid-market → enterprise upgrades, downsells)
+# 3. Identify kill list (customers below investment floor)
+# 4. Output: new tier assignment + investment-per-tier + kill list for sales review
+```
+
+### Workflow 3: CS Team Sizing (1 week)
+**Goal:** Size the CS team aligned to book composition + coverage model.
+
+```bash
+# 1. Build book.json with current customer base + planned acquisition
+python scripts/cs_coverage_calculator.py book.json
+# 2. Calculate required CSM headcount by segment
+# 3. Compare to current team; identify gaps
+# 4. Cross-check with cs-chro-advisor on comp + leveling
+# 5. Cross-check with cs-cfo-advisor on the cost
+# 6. Output: 12-month hiring plan + role sequence
+```
+
+### Workflow 4: CS Team Roadmap (1 week)
+**Goal:** Sequence next 18 months of CS hires aligned to customer outcomes.
+
+1. List top 5 customer outcomes the company is failing to deliver
+2. Map each outcome to the role that unblocks it (CSM / AM / IM / Support / CS Ops)
+3. Sequence hires; respect prerequisite order
+4. Cross-check with cs-chro-advisor
+
+## Output Standards
+
+```
+**Bottom Line:** [one sentence — decision and rationale]
+**The Decision:** [one of: retention | segmentation | coverage | next hire]
+**The Evidence:** [numbers from the tool, not adjectives]
+**How to Act:** [3 concrete next steps]
+**Your Decision:** [the call only the founder can make]
+```
+
+## Adjacent Skills
+
+- `../cro-advisor/` — Revenue math, NRR, expansion comp (CCO owns customer experience; CRO owns revenue math; clean split)
+- `../cpo-advisor/` — Product strategy, JTBD (CCO surfaces product gaps; CPO decides roadmap)
+- `../cmo-advisor/` — Customer marketing, advocacy, references
+- `../cfo-advisor/` — CS team cost, retention-impact-on-revenue math
+- `../chro-advisor/` — CS team hiring + leveling
+- `../../../business-growth/` — Tactical CS execution: health scores, CRM workflows, onboarding tooling
+
+## References
+
+- [retention_decomposition.md](references/retention_decomposition.md) — GRR vs NRR honest math + 7-category churn taxonomy + leading indicator playbook
+- [customer_segmentation_strategy.md](references/customer_segmentation_strategy.md) — 4-tier framework + ICP fit scoring + tier transition triggers + kill list criteria
+- [cs_coverage_model.md](references/cs_coverage_model.md) — Coverage model decision (tech-touch / pooled / named / named+exec) + ratio benchmarks + manager-trigger
+- [cs_team_org_evolution.md](references/cs_team_org_evolution.md) — Stage-to-role map + 6-role definition table (CSM ≠ Support ≠ AM ≠ IM ≠ CS Ops ≠ Customer Marketing) + AM-vs-CSM split decision + anti-patterns
+
+---
+
+**Version:** 1.0.0
+**Status:** Production Ready
+**Disclaimer:** Retention benchmarks vary significantly by ACV, segment, and industry. This skill provides B2B SaaS-baseline guidance; consumer SaaS, marketplaces, and hardware all have materially different retention math.

package/c-level/chief-data-officer-advisor/SKILL.md

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+---
+name: "chief-data-officer-advisor"
+description: "Chief Data Officer advisory for startups: AI training data rights and consent provenance, data product strategy (warehouse vs lakehouse vs mesh, build-vs-buy), B2B customer-data-as-asset valuation and M&A readiness, data team org evolution. Use when deciding whether to train models on customer data, choosing data architecture, valuing data for fundraising or M&A, sequencing data hires, or when user mentions CDO, chief data officer, data strategy, data mesh, lakehouse, training data, data product, data monetization, or customer data asset. NOT a tactical data engineering skill — strategic decisions only."
+license: MIT
+metadata:
+  version: 1.0.0
+  author: Alireza Rezvani
+  category: c-level
+  domain: chief-data-officer-leadership
+  updated: 2026-05-12
+  python-tools: ai_training_data_audit.py, data_product_strategy_picker.py, data_asset_valuator.py
+  frameworks: training-data-rights-matrix, data-product-strategy, customer-data-as-asset, data-team-org-evolution
+---
+
+# Chief Data Officer Advisor
+
+Strategic data leadership for startup CDOs and founders without one. **Four decisions, no surveys:**
+
+1. **Can we train our model on this data?** — origin × consent × use-case matrix
+2. **Warehouse, lakehouse, or mesh — and what do we build vs buy?** — stage-driven architecture
+3. **What is our customer data worth?** — strategic value + M&A multiplier + productization paths
+4. **What data role do we hire next?** — stage-to-role map, centralize-vs-embed trigger
+
+This skill does **not** cover tactical data engineering. For schema design, observability, query optimization, RAG, or ML platform implementation, see `engineering/database-designer/`, `engineering/observability-designer/`, `engineering/data-quality-auditor/`, `engineering/sql-database-assistant/`, `engineering/rag-architect/`, `engineering/llm-cost-optimizer/`.
+
+## Keywords
+
+CDO, chief data officer, AI training data, consent provenance, training rights, GDPR Article 6 lawful basis, GDPR Article 22, EU AI Act high-risk, ePrivacy, copyright fair use, hiQ v. LinkedIn, scraped data, synthetic data, data product, data mesh, lakehouse, medallion architecture, dbt, Snowflake, BigQuery, Databricks, Fivetran, Airbyte, reverse ETL, feature store, customer data as asset, data monetization, data productization, anonymization, k-anonymity, differential privacy, M&A data diligence, data org, analytics engineer, data engineer, data scientist, data product manager, centralize vs embed, hub and spoke
+
+## Quick Start
+
+```bash
+# Audit data sources for AI training eligibility
+python scripts/ai_training_data_audit.py                              # uses embedded sample
+python scripts/ai_training_data_audit.py path/to/sources.json
+
+# Pick data architecture + build-vs-buy + sequencing
+python scripts/data_product_strategy_picker.py                        # uses embedded Series A SaaS
+python scripts/data_product_strategy_picker.py path/to/profile.json
+
+# Value the customer data corpus + productization viability
+python scripts/data_asset_valuator.py                                 # uses embedded B2B sample
+python scripts/data_asset_valuator.py path/to/corpus.json
+```
+
+## Key Questions (ask these first)
+
+- **What decision does this data drive?** (If none, why are we collecting it?)
+- **What's the consent provenance of every source we want to train on?** (TOS-only is not the same as explicit opt-in.)
+- **Who are the internal data consumers, and how many distinct domains do they span?** (Drives centralize-vs-embed and warehouse-vs-mesh.)
+- **In an M&A scenario, is our data a moat or a liability?** (Customer carve-outs in MSAs can flip the answer.)
+- **Are we hiring an analytics engineer or a data scientist next?** (They solve different problems; founders confuse them.)
+- **Have we run an anonymization audit before any external sharing?** (k-anonymity ≥ 5 is the floor, not the ceiling.)
+
+## Core Responsibilities
+
+### 1. AI Training Data Rights
+
+The 2026 question every startup is facing: **can we use customer data to train our model?**
+
+The answer is rarely binary. It depends on three independent dimensions:
+
+| Dimension | Values |
+|---|---|
+| **Origin** | 1st-party-explicit-opt-in / 1st-party-TOS-only / partner-licensed / scraped / synthetic |
+| **Data class** | Anonymous aggregate / behavioral / PII / 3rd-party content / regulated (PHI, PCI, kids) |
+| **Use case** | In-product personalization / fine-tune our model / train foundation model / external sharing |
+
+Each combination produces GO / MITIGATE / NO-GO. **Run** `ai_training_data_audit.py` on a JSON inventory of sources.
+
+See `references/ai_training_data_rights.md` for the full matrix + GDPR Art. 6 lawful basis decision tree + EU AI Act high-risk triggers.
+
+### 2. Data Product Strategy
+
+**Architecture choice (warehouse vs lakehouse vs mesh) is stage-driven, not preference-driven:**
+
+- **Warehouse only** (Snowflake / BigQuery / Postgres): ≤5 data consumers, <2TB, no ML use cases
+- **Lakehouse** (warehouse + object storage, often Databricks or Snowflake-with-Iceberg): 5–25 data consumers, 2TB–1PB, 1–3 ML use cases
+- **Data mesh**: 25+ data consumers across 4+ domains, federated ownership culture in place
+
+**Build vs buy is decided per layer:**
+
+| Layer | Buy unless | Build only if |
+|---|---|---|
+| Storage / warehouse | Never build | (You’re a data infra company) |
+| ELT / ingest | Never build | Source isn’t supported by Fivetran/Airbyte |
+| Modeling (dbt) | Always build | This is your IP |
+| BI / dashboards | Buy at <100 consumers | Embedded analytics for customers |
+| Feature store | Defer until 3+ prod models | Then build OR buy Tecton/Hopsworks |
+| ML platform | Defer until 5+ prod models | Then buy SageMaker/Vertex/Databricks |
+
+**Run** `data_product_strategy_picker.py` for a stage-specific recommendation. See `references/data_product_strategy.md` for kill criteria per architecture and the build-vs-buy decision tree.
+
+### 3. B2B Customer-Data-as-Asset
+
+**The shift:** at Series B+, customer data is no longer just operational — it’s an asset that can be:
+- A defensibility moat (replicating requires years of customer cohort)
+- An M&A multiplier (1.2x–2x ARR uplift for strategic buyers)
+- A direct revenue stream (anonymized industry benchmarks, embedding endpoints, licensing)
+
+But it can also be a **liability**:
+- 47/380 customers with MSA carve-outs makes productization legally infeasible
+- Anonymization audits often reveal re-identification risk above tolerable thresholds
+- Regulatory exposure increases linearly with productization (GDPR Art. 28 processors vs Art. 26 joint controllers)
+
+**Run** `data_asset_valuator.py` with corpus characteristics to get strategic value score + productization paths + risk-adjusted value.
+
+See `references/customer_data_as_asset.md` for the valuation framework, M&A diligence prep checklist, and contractual constraint audit pattern.
+
+### 4. Data Team Org Evolution
+
+**The wrong question:** "Should we hire a data scientist?"
+**The right question:** "What’s the next decision we can’t make because we lack data, and what role unblocks that?"
+
+Stage-to-role map (B2B SaaS baseline):
+
+| Stage | First hire | Then | Then |
+|---|---|---|---|
+| Pre-seed / seed | Founder-as-analyst (SQL + spreadsheets) | — | — |
+| Series A (Series A) | Analyst | Analytics engineer (dbt) | — |
+| Series B | Data engineer | Senior analyst (embedded in GTM) | Data PM (if 3+ teams need data) |
+| Growth | Manager of analytics | ML engineer (if model is core) | Head of Data |
+| Late-stage | Head of Data → CDO | Specialized: BI, MLE, DPO | Federated owners per domain (mesh) |
+
+**Centralize-vs-embed trigger:** when 3+ functional areas (sales, marketing, product, ops, CS) need bespoke data weekly, the central team becomes the bottleneck. Move to hub-and-spoke (central platform + embedded analysts) before that becomes a hiring crisis.
+
+See `references/data_team_org_evolution.md`.
+
+## Workflows
+
+### Workflow 1: AI Training Decision (1 hour)
+**Goal:** Decide whether a specific data source can train a specific use case.
+
+```bash
+# 1. Build sources.json with one entry per data source
+# 2. Run the audit
+python scripts/ai_training_data_audit.py sources.json
+# 3. For each MITIGATE: assign owner + remediation
+# 4. For each NO-GO: document the kill reason for the legal log
+# 5. Cross-check with cs-general-counsel-advisor on top-3 mitigation items
+# 6. Log via /cs:decide
+```
+
+### Workflow 2: Architecture Decision (1 day)
+**Goal:** Pick warehouse / lakehouse / mesh and the build-vs-buy split for the next 12 months.
+
+```bash
+python scripts/data_product_strategy_picker.py profile.json
+# Cross-check with cs-cto-advisor on engineering capacity
+# Cross-check with cs-cfo-advisor on 3-year TCO
+# Log via /cs:decide; consider /cs:freeze 90 if signing a multi-year SaaS contract
+```
+
+### Workflow 3: Data Asset Valuation for M&A Prep (3 days)
+**Goal:** Value the data corpus and prepare for due diligence.
+
+1. Inventory the corpus: size, freshness, exclusivity, customer overlap, contractual restrictions
+2. Run `data_asset_valuator.py`
+3. Run the M&A diligence prep checklist in `customer_data_as_asset.md`
+4. Surface contractual carve-outs to cs-general-counsel-advisor for re-papering plan
+5. Decide productization path (benchmark report / embedding endpoint / direct license)
+6. Log via /cs:decide
+
+### Workflow 4: Data Team Roadmap (1 week)
+**Goal:** Build the next 18 months of data hires aligned to business decisions.
+
+1. List the top 5 decisions the business can’t make today due to missing data or analysis
+2. Map each decision to the role that unblocks it
+3. Sequence hires (one role at a time, ramp before next)
+4. Cross-check with cs-chro-advisor on comp bands and leveling
+5. Identify the centralize-vs-embed trigger date
+
+## Output Standards (when invoked via cs-cdo-advisor)
+
+```
+**Bottom Line:** [one sentence — decision and rationale]
+**The Decision:** [one of the 4 framings]
+**The Evidence:** [numbers, not adjectives]
+**How to Act:** [3 concrete next steps]
+**Your Decision:** [the call only the founder can make]
+```
+
+## Adjacent Skills
+
+- `../cto-advisor/` — architecture capacity, scaling cliffs
+- `../ciso-advisor/` — data security, threat modeling for productized data
+- `../general-counsel-advisor/` — contractual constraints, DPA, training-data rights
+- `../cfo-advisor/` — build-vs-buy TCO, M&A valuation math
+- `../chro-advisor/` — data team hiring, leveling, comp
+- `../../../engineering/database-designer/` — tactical schema design
+- `../../../engineering/rag-architect/` — tactical AI/RAG implementation
+- `../../../engineering/llm-cost-optimizer/` — model cost management
+
+## References
+
+- [ai_training_data_rights.md](references/ai_training_data_rights.md) — The training-rights matrix + GDPR Art. 6 / EU AI Act decision tree
+- [data_product_strategy.md](references/data_product_strategy.md) — Warehouse / lakehouse / mesh kill criteria + build-vs-buy decision tree
+- [customer_data_as_asset.md](references/customer_data_as_asset.md) — Valuation framework + M&A diligence prep + productization paths
+- [data_team_org_evolution.md](references/data_team_org_evolution.md) — Stage-to-role map + centralize-vs-embed trigger
+
+---
+
+**Version:** 1.0.0
+**Status:** Production Ready
+**Disclaimer:** Decisions touching training data rights, data productization, or M&A data diligence should involve qualified counsel. This skill surfaces decisions and tradeoffs — it does not replace legal review.

package/c-level/chief-of-staff/SKILL.md

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+---
+name: "chief-of-staff"
+description: "C-suite orchestration layer. Routes founder questions to the right advisor role(s), triggers multi-role board meetings for complex decisions, synthesizes outputs, and tracks decisions. Every C-suite interaction starts here. Loads company context automatically."
+license: MIT
+metadata:
+  version: 1.0.0
+  author: Alireza Rezvani
+  category: c-level
+  domain: orchestration
+  updated: 2026-03-05
+  frameworks: routing-matrix, synthesis-framework, decision-log, board-protocol
+---
+
+# Chief of Staff
+
+The orchestration layer between founder and C-suite. Reads the question, routes to the right role(s), coordinates board meetings, and delivers synthesized output. Loads company context for every interaction.
+
+## Keywords
+chief of staff, orchestrator, routing, c-suite coordinator, board meeting, multi-agent, advisor coordination, decision log, synthesis
+
+---
+
+## Session Protocol (Every Interaction)
+
+1. Load company context via context-engine skill
+2. Score decision complexity
+3. Route to role(s) or trigger board meeting
+4. Synthesize output
+5. Log decision if reached
+
+---
+
+## Invocation Syntax
+
+```
+[INVOKE:role|question]
+```
+
+Examples:
+```
+[INVOKE:cfo|What's the right runway target given our growth rate?]
+[INVOKE:board|Should we raise a bridge or cut to profitability?]
+```
+
+### Loop Prevention Rules (CRITICAL)
+
+1. **Chief of Staff cannot invoke itself.**
+2. **Maximum depth: 2.** Chief of Staff → Role → stop.
+3. **Circular blocking.** A→B→A is blocked. Log it.
+4. **Board = depth 1.** Roles at board meeting do not invoke each other.
+
+If loop detected: return to founder with "The advisors are deadlocked. Here's where they disagree: [summary]."
+
+---
+
+## Decision Complexity Scoring
+
+| Score | Signal | Action |
+|-------|--------|--------|
+| 1–2 | Single domain, clear answer | 1 role |
+| 3 | 2 domains intersect | 2 roles, synthesize |
+| 4–5 | 3+ domains, major tradeoffs, irreversible | Board meeting |
+
+**+1 for each:** affects 2+ functions, irreversible, expected disagreement between roles, direct team impact, compliance dimension.
+
+---
+
+## Routing Matrix (Summary)
+
+Full rules in `references/routing-matrix.md`.
+
+| Topic | Primary | Secondary |
+|-------|---------|-----------|
+| Fundraising, burn, financial model | CFO | CEO |
+| Hiring, firing, culture, performance | CHRO | COO |
+| Product roadmap, prioritization | CPO | CTO |
+| Architecture, tech debt | CTO | CPO |
+| Revenue, sales, GTM, pricing | CRO | CFO |
+| Process, OKRs, execution | COO | CFO |
+| Security, compliance, risk | CISO | COO |
+| Company direction, investor relations | CEO | Board |
+| Market strategy, positioning | CMO | CRO |
+| M&A, pivots | CEO | Board |
+
+---
+
+## Board Meeting Protocol
+
+**Trigger:** Score ≥ 4, or multi-function irreversible decision.
+
+```
+BOARD MEETING: [Topic]
+Attendees: [Roles]
+Agenda: [2–3 specific questions]
+
+[INVOKE:role1|agenda question]
+[INVOKE:role2|agenda question]
+[INVOKE:role3|agenda question]
+
+[Chief of Staff synthesis]
+```
+
+**Rules:** Max 5 roles. Each role one turn, no back-and-forth. Chief of Staff synthesizes. Conflicts surfaced, not resolved — founder decides.
+
+---
+
+## Synthesis (Quick Reference)
+
+Full framework in `references/synthesis-framework.md`.
+
+1. **Extract themes** — what 2+ roles agree on independently
+2. **Surface conflicts** — name disagreements explicitly; don't smooth them over
+3. **Action items** — specific, owned, time-bound (max 5)
+4. **One decision point** — the single thing needing founder judgment
+
+**Output format:**
+```
+## What We Agree On
+[2–3 consensus themes]
+
+## The Disagreement
+[Named conflict + each side's reasoning + what it's really about]
+
+## Recommended Actions
+1. [Action] — [Owner] — [Timeline]
+...
+
+## Your Decision Point
+[One question. Two options with trade-offs. No recommendation — just clarity.]
+```
+
+---
+
+## Decision Log
+
+Track decisions to `~/.claude/decision-log.md`.
+
+```
+## Decision: [Name]
+Date: [YYYY-MM-DD]
+Question: [Original question]
+Decided: [What was decided]
+Owner: [Who executes]
+Review: [When to check back]
+```
+
+At session start: if a review date has passed, flag it: *"You decided [X] on [date]. Worth a check-in?"*
+
+---
+
+## Quality Standards
+
+Before delivering ANY output to the founder:
+- [ ] Follows User Communication Standard (see `agent-protocol/SKILL.md`)
+- [ ] Bottom line is first — no preamble, no process narration
+- [ ] Company context loaded (not generic advice)
+- [ ] Every finding has WHAT + WHY + HOW
+- [ ] Actions have owners and deadlines (no "we should consider")
+- [ ] Decisions framed as options with trade-offs and recommendation
+- [ ] Conflicts named, not smoothed
+- [ ] Risks are concrete (if X → Y happens, costs $Z)
+- [ ] No loops occurred
+- [ ] Max 5 bullets per section — overflow to reference
+
+---
+
+## Ecosystem Awareness
+
+The Chief of Staff routes to **28 skills total**:
+- **10 C-suite roles** — CEO, CTO, COO, CPO, CMO, CFO, CRO, CISO, CHRO, Executive Mentor
+- **6 orchestration skills** — cs-onboard, context-engine, board-meeting, decision-logger, agent-protocol
+- **6 cross-cutting skills** — board-deck-builder, scenario-war-room, competitive-intel, org-health-diagnostic, ma-playbook, intl-expansion
+- **6 culture & collaboration skills** — culture-architect, company-os, founder-coach, strategic-alignment, change-management, internal-narrative
+
+See `references/routing-matrix.md` for complete trigger mapping.
+
+## References
+- `references/routing-matrix.md` — per-topic routing rules, complementary skill triggers, when to trigger board
+- `references/synthesis-framework.md` — full synthesis process, conflict types, output format