@diottodev/runic 1.0.0 → 1.1.0

package/c-level/intl-expansion/SKILL.md

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+---
+name: "intl-expansion"
+description: "International market expansion strategy. Market selection, entry modes, localization, regulatory compliance, and go-to-market by region. Use when expanding to new countries, evaluating international markets, planning localization, or building regional teams."
+license: MIT
+metadata:
+  version: 1.0.0
+  author: Alireza Rezvani
+  category: c-level
+  domain: international-strategy
+  updated: 2026-03-05
+---
+
+# International Expansion
+
+Frameworks for expanding into new markets: selection, entry, localization, and execution.
+
+## Keywords
+international expansion, market entry, localization, go-to-market, GTM, regional strategy, international markets, market selection, cross-border, global expansion
+
+## Quick Start
+
+**Decision sequence:** Market selection → Entry mode → Regulatory assessment → Localization plan → GTM strategy → Team structure → Launch.
+
+## Market Selection Framework
+
+### Scoring Matrix
+| Factor | Weight | How to Assess |
+|--------|--------|---------------|
+| Market size (addressable) | 25% | TAM in target segment, willingness to pay |
+| Competitive intensity | 20% | Incumbent strength, market gaps |
+| Regulatory complexity | 20% | Barriers to entry, compliance cost, timeline |
+| Cultural distance | 15% | Language, business practices, buying behavior |
+| Existing traction | 10% | Inbound demand, existing customers, partnerships |
+| Operational complexity | 10% | Time zones, infrastructure, payment systems |
+
+### Entry Modes
+| Mode | Investment | Control | Risk | Best For |
+|------|-----------|---------|------|----------|
+| **Export** (sell remotely) | Low | Low | Low | Testing demand |
+| **Partnership** (reseller/distributor) | Medium | Medium | Medium | Markets with strong local requirements |
+| **Local team** (hire in-market) | High | High | High | Strategic markets with proven demand |
+| **Entity** (full subsidiary) | Very high | Full | High | Major markets, regulatory requirement |
+| **Acquisition** | Highest | Full | Highest | Fast market entry with existing base |
+
+**Default path:** Export → Partnership → Local team → Entity (graduate as revenue justifies).
+
+## Localization Checklist
+
+### Product
+- [ ] Language (UI, documentation, support content)
+- [ ] Currency and pricing (local pricing, not just conversion)
+- [ ] Payment methods (varies wildly by market)
+- [ ] Date/time/number formats
+- [ ] Legal requirements (data residency, privacy)
+- [ ] Cultural adaptation (not just translation)
+
+### Go-to-Market
+- [ ] Messaging adaptation (what resonates locally)
+- [ ] Channel strategy (channels differ by market)
+- [ ] Local case studies and social proof
+- [ ] Local partnerships and integrations
+- [ ] Event/conference presence
+- [ ] Local SEO and content
+
+### Operations
+- [ ] Legal entity (if required)
+- [ ] Tax compliance
+- [ ] Employment law (if hiring locally)
+- [ ] Customer support (hours, language)
+- [ ] Banking and payments
+
+## Key Questions
+
+- "Is there pull from the market, or are we pushing?"
+- "What's the cost of entry vs the 3-year revenue opportunity?"
+- "Can we serve this market from HQ, or do we need boots on the ground?"
+- "What's the regulatory timeline? Can we launch before the paperwork is done?"
+- "Who's winning in this market and what would it take to displace them?"
+
+## Common Mistakes
+
+| Mistake | Why It Happens | Prevention |
+|---------|---------------|------------|
+| Entering too many markets at once | FOMO, board pressure | Max 1-2 new markets per year |
+| Copy-paste GTM from home market | Assuming buyers are the same | Research local buying behavior |
+| Underestimating regulatory cost | "We'll figure it out" | Regulatory assessment BEFORE committing |
+| Hiring too early | Optimism | Prove demand before hiring local team |
+| Wrong pricing (just converting) | Laziness | Research willingness to pay locally |
+
+## Integration with C-Suite Roles
+
+| Role | Contribution |
+|------|-------------|
+| CEO | Market selection, strategic commitment |
+| CFO | Investment sizing, ROI modeling, entity structure |
+| CRO | Revenue targets, sales model adaptation |
+| CMO | Positioning, channel strategy, local brand |
+| CPO | Localization roadmap, feature priorities |
+| CTO | Infrastructure, data residency, scaling |
+| CHRO | Local hiring, employment law, comp |
+| COO | Operations setup, process adaptation |
+
+## Resources
+- `references/market-entry-playbook.md` — detailed entry playbook by market type
+- `references/regional-guide.md` — specific considerations for key regions (EU, US, APAC, LATAM)

package/c-level/ma-playbook/SKILL.md

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+---
+name: "ma-playbook"
+description: "M&A strategy for acquiring companies or being acquired. Due diligence, valuation, integration, and deal structure. Use when evaluating acquisitions, preparing for acquisition, M&A due diligence, integration planning, or deal negotiation."
+license: MIT
+metadata:
+  version: 1.0.0
+  author: Alireza Rezvani
+  category: c-level
+  domain: ma-strategy
+  updated: 2026-03-05
+---
+
+# M&A Playbook
+
+Frameworks for both sides of M&A: acquiring companies and being acquired.
+
+## Keywords
+M&A, mergers and acquisitions, due diligence, acquisition, acqui-hire, integration, deal structure, valuation, LOI, term sheet, earnout
+
+## Quick Start
+
+**Acquiring:** Start with strategic rationale → target screening → due diligence → valuation → negotiation → integration.
+
+**Being Acquired:** Start with readiness assessment → data room prep → advisor selection → negotiation → transition.
+
+## When You're Acquiring
+
+### Strategic Rationale (answer before anything else)
+- **Buy vs Build:** Can you build this faster/cheaper? If yes, don't acquire.
+- **Acqui-hire vs Product vs Market:** What are you really buying? Talent? Technology? Customers?
+- **Integration complexity:** How hard is it to merge this into your company?
+
+### Due Diligence Checklist
+| Domain | Key Questions | Red Flags |
+|--------|--------------|-----------|
+| Financial | Revenue quality, customer concentration, burn rate | >30% revenue from 1 customer |
+| Technical | Code quality, tech debt, architecture fit | Monolith with no tests |
+| Legal | IP ownership, pending litigation, contracts | Key IP owned by individuals |
+| People | Key person risk, culture fit, retention risk | Founders have no lockup/earnout |
+| Market | Market position, competitive threats | Declining market share |
+| Customers | Churn rate, NPS, contract terms | High churn, short contracts |
+
+### Valuation Approaches
+- **Revenue multiple:** Industry-dependent (2-15x ARR for SaaS)
+- **Comparable transactions:** What similar companies sold for
+- **DCF:** For profitable companies only (most startups: use multiples)
+- **Acqui-hire:** $1-3M per engineer in hot markets
+
+### Integration Frameworks
+See `references/integration-playbook.md` for the 100-day integration plan.
+
+## When You're Being Acquired
+
+### Readiness Signals
+- Inbound interest from strategic buyers
+- Market consolidation happening around you
+- Fundraising becomes harder than operating
+- Founder ready for a transition
+
+### Preparation (6-12 months before)
+1. Clean up financials (audited if possible)
+2. Document all IP and contracts
+3. Reduce customer concentration
+4. Lock up key employees
+5. Build the data room
+6. Engage an M&A advisor
+
+### Negotiation Points
+| Term | What to Watch | Your Leverage |
+|------|--------------|---------------|
+| Valuation | Earnout traps (unreachable targets) | Multiple competing offers |
+| Earnout | Milestone definitions, measurement period | Cash-heavy vs earnout-heavy split |
+| Lockup | Duration, conditions | Your replaceability |
+| Rep & warranties | Scope of liability | Escrow vs indemnification cap |
+| Employee retention | Who gets offers, at what terms | Key person dependencies |
+
+## Red Flags (Both Sides)
+
+- No clear strategic rationale beyond "it's a good deal"
+- Culture clash visible during due diligence and ignored
+- Key people not locked in before close
+- Integration plan doesn't exist or is "we'll figure it out"
+- Valuation based on projections, not actuals
+
+## Integration with C-Suite Roles
+
+| Role | Contribution to M&A |
+|------|-------------------|
+| CEO | Strategic rationale, negotiation lead |
+| CFO | Valuation, deal structure, financing |
+| CTO | Technical due diligence, integration architecture |
+| CHRO | People due diligence, retention planning |
+| COO | Integration execution, process merge |
+| CPO | Product roadmap impact, customer overlap |
+
+## Resources
+- `references/integration-playbook.md` — 100-day post-acquisition integration plan
+- `references/due-diligence-checklist.md` — comprehensive DD checklist by domain

package/c-level/office-hours/SKILL.md

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+---
+name: "office-hours"
+description: "/cs:office-hours <topic> — YC-style 6-question founder interrogation before any advice. Forces clarity on problem, customer, distribution, defensibility, capital, and founder fit."
+---
+
+# /cs:office-hours — Six-Question Founder Interrogation
+
+**Command:** `/cs:office-hours <topic>`
+
+Before any advice, the founder must answer six questions. Modeled on YC office hours: no analysis until the founder has done the thinking. This is the cognitive forcing function that prevents drift into solutionism.
+
+## When to Run
+
+- Before starting any major initiative
+- Before fundraising
+- Before a strategic pivot
+- When the founder is excited (excitement is a tell — pressure-test)
+- When the answer is "obvious" (the obvious answer is usually wrong)
+
+## The Six Questions
+
+The founder must answer **all six** in writing before any C-role weighs in.
+
+### 1. Problem
+**Whose problem is this, and how do they describe it in their own words?**
+- Not your framing. Their words.
+- If you can't quote a customer, you don't have a problem worth solving.
+
+### 2. Customer
+**Who is the ICP? Name one real person who would buy this today.**
+- Real human. Real company. Real seat.
+- If you can't name one, the ICP isn't ready.
+
+### 3. Distribution
+**How does the customer first hear your name?**
+- Channel, intent, search query, friend, conference — name it.
+- If the answer is "we'll figure out marketing later," the answer is no.
+
+### 4. Defensibility
+**If this works, what stops a competitor from copying it in 6 months?**
+- Network effects, switching costs, data moat, regulatory moat, brand — pick one.
+- "We'll execute better" is not a defense.
+
+### 5. Capital
+**What does this cost, when does it pay back, and what's the alternative use of the money?**
+- Total spend, payback months, opportunity cost.
+- If you don't know, don't approve it.
+
+### 6. Founder Fit
+**Why are you the right person to do this — and why does this matter enough to spend the next 3 years on it?**
+- Founder-market fit is the strongest predictor of survival.
+- If the answer is mercenary, the company will be too.
+
+## Output Format
+
+After the founder answers all six, this command produces a one-page brief:
+
+```markdown
+# Office Hours Brief: <topic>
+**Date:** YYYY-MM-DD
+**Founder:** <name>
+
+## 1. Problem
+> [founder's verbatim answer]
+
+## 2. Customer
+> [founder's verbatim answer]
+
+## 3. Distribution
+> [founder's verbatim answer]
+
+## 4. Defensibility
+> [founder's verbatim answer]
+
+## 5. Capital
+> [founder's verbatim answer]
+
+## 6. Founder Fit
+> [founder's verbatim answer]
+
+---
+
+**Assessment** (one of):
+- 🟢 GREEN — ship the brief to /cs:boardroom
+- 🟡 YELLOW — sharpen Q[N] before proceeding
+- 🔴 RED — kill or redefine; do not proceed
+```
+
+## Routing
+
+After the brief is GREEN, route to:
+- Single-role question → corresponding `/cs:{role}-review`
+- Multi-role question → `/cs:brief` then `/cs:boardroom`
+
+## Why This Works
+
+Most bad decisions don't fail at execution — they fail at framing. Forcing six concrete answers surfaces the framing weaknesses before anyone burns time on analysis. The founder either fills the gaps or recognizes the question wasn't ready.
+
+This is the YC `office hours` pattern adapted for Claude Code: the interrogation is the value.
+
+## Related Commands
+
+- `/cs:brief` — turn the answers into a one-page strategy brief
+- `/cs:boardroom` — multi-role deliberation
+- `/cs:founder-mode` — let the system pick the next step
+
+## Related Agents
+
+- All cs-* advisors consume the brief output
+- `cs-chief-of-staff` triggers `/cs:office-hours` when intake is unclear
+
+---
+
+**Version:** 1.0.0

package/c-level/onboard/SKILL.md

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+---
+name: "onboard"
+description: "/cs:onboard — Founder interview that populates ~/.claude/company-context.md. The first command to run when starting with c-level-agents."
+---
+
+# /cs:onboard — Founder Interview
+
+**Command:** `/cs:onboard`
+
+The first command to run when adopting c-level-agents. A structured founder interview that produces `~/.claude/company-context.md` — the file every cs-* advisor reads before responding. Without this, the advisors are guessing.
+
+## What This Produces
+
+`~/.claude/company-context.md` — a single file with the durable facts about the company. Read by:
+- `cs-chief-of-staff` (routing decisions)
+- Every cs-* advisor (context for any question)
+- `/cs:brief` (assumptions in any new decision)
+
+## The Interview (12 Questions)
+
+### Company Basics
+1. **Company name and one-sentence pitch.**
+2. **Stage:** pre-seed / seed / Series A / Series B / Series C+ / public
+3. **Headcount:** total, by function (eng / product / GTM / ops / G&A)
+4. **Geographic distribution:** HQ + remote split, key countries
+
+### Business Model
+5. **Revenue model:** SaaS subscription / usage / transaction / marketplace / hardware / services
+6. **ICP:** name one real customer and describe what they have in common with others
+7. **ACV:** median and range; deal count last 12 months
+8. **Growth rate:** ARR YoY; if pre-revenue, leading metric (users, MAU, etc.)
+
+### Financial Posture
+9. **Runway:** months of cash at current burn; bear-case months
+10. **Last raise:** amount, valuation, lead investor, date
+
+### Strategic Context
+11. **Top 3 priorities for the current quarter** (in plain language)
+12. **Top 3 risks the founder loses sleep over** (be specific)
+
+## Output Format
+
+Saved to `~/.claude/company-context.md`:
+
+```markdown
+# Company Context
+**Generated:** YYYY-MM-DD
+**Last updated:** YYYY-MM-DD
+
+## Identity
+- **Company:** <name>
+- **Pitch:** <one sentence>
+- **Stage:** <stage>
+- **HQ + remote:** <distribution>
+
+## Business
+- **Model:** <type>
+- **ICP:** <description + named customer>
+- **ACV:** $<median> (range $<low> - $<high>)
+- **Deal count (LTM):** N
+- **ARR growth (YoY):** X%
+
+## Financial
+- **Cash on hand:** $<amount>
+- **Net burn (monthly):** $<amount>
+- **Runway base:** N months
+- **Runway bear:** N months
+- **Last raise:** $<amount> at $<post> in <month YYYY>, led by <investor>
+
+## Team
+- **Total headcount:** N
+- **Eng:** N | Product: N | GTM: N | Ops: N | G&A: N
+
+## Quarter
+- **Top priorities (Q<X> YYYY):**
+  1. <priority>
+  2. <priority>
+  3. <priority>
+
+- **Top risks:**
+  1. <risk>
+  2. <risk>
+  3. <risk>
+
+## Routing Hints
+[Optional: any role the founder wants to use sparingly or rely on heavily]
+```
+
+## Workflow
+
+1. Walk the founder through all 12 questions
+2. Quote founder's own words wherever possible (don't paraphrase the ICP)
+3. Save to `~/.claude/company-context.md`
+4. (Optional) If llm-wiki bridge is configured: symlink to vault
+   ```bash
+   ln -sf ~/company-vault/00-meta/company-context.md ~/.claude/company-context.md
+   ```
+5. Confirm with founder: read the file back, ask "anything missing?"
+
+## When to Re-Run
+
+- After a fundraise (numbers change)
+- After a major pivot or product launch
+- After 6+ months (most facts have drifted)
+- After a major hire (team distribution changes)
+- Always before a `/cs:boardroom` for a high-stakes decision
+
+## Persistence
+
+By default, `~/.claude/company-context.md` is local to the founder's machine. To make it persistent across machines / shareable:
+
+- **Markdown vault (recommended):** see [`../../references/llm-wiki-bridge.md`](../../references/llm-wiki-bridge.md)
+- **Encrypted dotfile sync:** age + git
+- **Shared team:** keep in a private repo, symlink from `~/.claude/`
+
+## Related
+
+- Skill: [`cs-onboard`](../../../skills/cs-onboard/SKILL.md) — the underlying interview protocol
+- Skill: [`context-engine`](../../../skills/context-engine/SKILL.md) — reads this file
+- Reference: [`../../references/llm-wiki-bridge.md`](../../references/llm-wiki-bridge.md)
+
+---
+
+**Version:** 1.0.0

package/c-level/org-health-diagnostic/SKILL.md

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+---
+name: "org-health-diagnostic"
+description: "Cross-functional organizational health check combining signals from all C-suite roles. Scores 8 dimensions on a traffic-light scale with drill-down recommendations. Use when assessing overall company health, preparing for board reviews, identifying at-risk functions, or when user mentions org health, health check, or health dashboard."
+license: MIT
+metadata:
+  version: 1.0.0
+  author: Alireza Rezvani
+  category: c-level
+  domain: organizational-health
+  updated: 2026-03-05
+  python-tools: health_scorer.py
+  frameworks: health-benchmarks
+---
+
+# Org Health Diagnostic
+
+Eight dimensions. Traffic lights. Real benchmarks. Surfaces the problems you don't know you have.
+
+## Keywords
+org health, organizational health, health diagnostic, health dashboard, health check, company health, functional health, team health, startup health, health scorecard, health assessment, risk dashboard
+
+## Quick Start
+
+```bash
+python scripts/health_scorer.py        # Guided CLI — enter metrics, get scored dashboard
+python scripts/health_scorer.py --json # Output raw JSON for integration
+```
+
+Or describe your metrics:
+```
+/health [paste your key metrics or answer prompts]
+/health:dimension [financial|revenue|product|engineering|people|ops|security|market]
+```
+
+## The 8 Dimensions
+
+### 1. 💰 Financial Health (CFO)
+**What it measures:** Can we fund operations and invest in growth?
+
+Key metrics:
+- **Runway** — months at current burn (Green: >12, Yellow: 6-12, Red: <6)
+- **Burn multiple** — net burn / net new ARR (Green: <1.5x, Yellow: 1.5-2.5x, Red: >2.5x)
+- **Gross margin** — SaaS target: >65% (Green: >70%, Yellow: 55-70%, Red: <55%)
+- **MoM growth rate** — contextual by stage (see benchmarks)
+- **Revenue concentration** — top customer % of ARR (Green: <15%, Yellow: 15-25%, Red: >25%)
+
+### 2. 📈 Revenue Health (CRO)
+**What it measures:** Are customers staying, growing, and recommending us?
+
+Key metrics:
+- **NRR (Net Revenue Retention)** — Green: >110%, Yellow: 100-110%, Red: <100%
+- **Logo churn rate (annualized)** — Green: <5%, Yellow: 5-10%, Red: >10%
+- **Pipeline coverage (next quarter)** — Green: >3x, Yellow: 2-3x, Red: <2x
+- **CAC payback period** — Green: <12 months, Yellow: 12-18, Red: >18 months
+- **Average ACV trend** — directional: growing, flat, declining
+
+### 3. 🚀 Product Health (CPO)
+**What it measures:** Do customers love and use the product?
+
+Key metrics:
+- **NPS** — Green: >40, Yellow: 20-40, Red: <20
+- **DAU/MAU ratio** — engagement proxy (Green: >40%, Yellow: 20-40%, Red: <20%)
+- **Core feature adoption** — % of users using primary value feature (Green: >60%)
+- **Time-to-value** — days from signup to first core action (lower is better)
+- **Customer satisfaction (CSAT)** — Green: >4.2/5, Yellow: 3.5-4.2, Red: <3.5
+
+### 4. ⚙️ Engineering Health (CTO)
+**What it measures:** Can we ship reliably and sustain velocity?
+
+Key metrics:
+- **Deployment frequency** — Green: daily, Yellow: weekly, Red: monthly or less
+- **Change failure rate** — % of deployments causing incidents (Green: <5%, Red: >15%)
+- **Mean time to recovery (MTTR)** — Green: <1 hour, Yellow: 1-4 hours, Red: >4 hours
+- **Tech debt ratio** — % of sprint capacity on debt (Green: <20%, Yellow: 20-35%, Red: >35%)
+- **Incident frequency** — P0/P1 per month (Green: <2, Yellow: 2-5, Red: >5)
+
+### 5. 👥 People Health (CHRO)
+**What it measures:** Is the team stable, engaged, and growing?
+
+Key metrics:
+- **Regrettable attrition (annualized)** — Green: <10%, Yellow: 10-20%, Red: >20%
+- **Engagement score** — (eNPS or similar; Green: >30, Yellow: 0-30, Red: <0)
+- **Time-to-fill (avg days)** — Green: <45, Yellow: 45-90, Red: >90
+- **Manager-to-IC ratio** — Green: 1:5–1:8, Yellow: 1:3–1:5 or 1:8–1:12, Red: outside
+- **Internal promotion rate** — at least 25-30% of senior roles filled internally
+
+### 6. 🔄 Operational Health (COO)
+**What it measures:** Are we executing our strategy with discipline?
+
+Key metrics:
+- **OKR completion rate** — % of key results hitting target (Green: >70%, Yellow: 50-70%, Red: <50%)
+- **Decision cycle time** — days from decision needed to decision made (Green: <48h, Yellow: 48h-1w)
+- **Meeting effectiveness** — % of meetings with clear outcome (qualitative)
+- **Process maturity** — level 1-5 scale (see COO advisor)
+- **Cross-functional initiative completion** — % on time, on scope
+
+### 7. 🔒 Security Health (CISO)
+**What it measures:** Are we protecting customers and maintaining compliance?
+
+Key metrics:
+- **Security incidents (last 90 days)** — Green: 0, Yellow: 1-2 minor, Red: 1+ major
+- **Compliance status** — certifications current/in-progress vs. overdue
+- **Vulnerability remediation SLA** — % of critical CVEs patched within SLA (Green: 100%)
+- **Security training completion** — % of team current (Green: >95%)
+- **Pen test recency** — Green: <12 months, Yellow: 12-24, Red: >24 months
+
+### 8. 📣 Market Health (CMO)
+**What it measures:** Are we winning in the market and growing efficiently?
+
+Key metrics:
+- **CAC trend** — improving, flat, or worsening QoQ
+- **Organic vs paid lead mix** — more organic = healthier (less fragile)
+- **Win rate** — % of qualified opportunities closed-won (Green: >25%, Yellow: 15-25%, Red: <15%)
+- **Competitive win rate** — against primary competitors specifically
+- **Brand NPS** — awareness + preference scores in ICP
+
+---
+
+## Scoring & Traffic Lights
+
+Each dimension is scored 1-10 with traffic light:
+- 🟢 **Green (7-10):** Healthy — maintain and optimize
+- 🟡 **Yellow (4-6):** Watch — trend matters; improving or declining?
+- 🔴 **Red (1-3):** Action required — address within 30 days
+
+**Overall Health Score:**
+Weighted average by company stage (see `references/health-benchmarks.md` for weights).
+
+---
+
+## Dimension Interactions (Why One Problem Creates Another)
+
+| If this dimension is red... | Watch these dimensions next |
+|-----------------------------|----------------------------|
+| Financial Health | People (freeze hiring) → Engineering (freeze infra) → Product (cut scope) |
+| Revenue Health | Financial (cash gap) → People (attrition risk) → Market (lose positioning) |
+| People Health | Engineering (velocity drops) → Product (quality drops) → Revenue (churn rises) |
+| Engineering Health | Product (features slip) → Revenue (deals stall on product) |
+| Product Health | Revenue (NRR drops, churn rises) → Market (CAC rises; referrals dry up) |
+| Operational Health | All dimensions degrade over time (execution failure cascades everywhere) |
+
+---
+
+## Dashboard Output Format
+
+```
+ORG HEALTH DIAGNOSTIC — [Company] — [Date]
+Stage: [Seed/A/B/C]   Overall: [Score]/10   Trend: [↑ Improving / → Stable / ↓ Declining]
+
+DIMENSION SCORES
+━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
+💰 Financial    🟢 8.2  Runway 14mo, burn 1.6x — strong
+📈 Revenue      🟡 5.8  NRR 104%, pipeline thin (1.8x coverage)
+🚀 Product      🟢 7.4  NPS 42, DAU/MAU 38%
+⚙️  Engineering  🟡 5.2  Debt at 30%, MTTR 3.2h
+👥 People       🔴 3.8  Attrition 24%, eng morale low
+🔄 Operations   🟡 6.0  OKR 65% completion
+🔒 Security     🟢 7.8  SOC 2 Type II complete, 0 incidents
+📣 Market       🟡 5.5  CAC rising, win rate dropped to 22%
+━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━
+
+TOP PRIORITIES
+🔴 [1] People: attrition at 24% — engineering velocity will drop in 60 days
+   Action: CHRO + CEO to run retention audit; target top 5 at-risk this week
+🟡 [2] Revenue: pipeline coverage at 1.8x — Q+1 miss risk is high
+   Action: CRO to add 3 qualified opps within 30 days or shift forecast down
+🟡 [3] Engineering: tech debt at 30% of sprint — shipping will slow by Q3
+   Action: CTO to propose debt sprint plan; COO to protect capacity
+
+WATCH
+→ People → Engineering cascade risk if attrition continues (see dimension interactions)
+```
+
+---
+
+## Graceful Degradation
+
+You don't need all metrics to run a diagnostic. The tool handles partial data:
+- Missing metric → excluded from score, flagged as "[data needed]"
+- Score still valid for available dimensions
+- Report flags which gaps to fill for next cycle
+
+## References
+- `references/health-benchmarks.md` — benchmarks by stage (Seed, A, B, C)
+- `scripts/health_scorer.py` — CLI scoring tool with traffic light output