@monoes/monomindcli 2.15.3 → 2.15.4

package/org-skills/carrier-relationship-management/SKILL.md

@@ -0,0 +1,203 @@
+---
+name: carrier-relationship-management
+description: "Codified expertise for managing carrier portfolios, negotiating freight rates, tracking carrier performance, allocating freight, and maintaining strategic carrier relationships. Informed by transportation managers with 15+ years experience. Includes scorecarding frameworks, RFP processes, market intelligence, and compliance vetting."
+tags: ["operations"]
+tools: []
+license: Apache-2.0
+source: https://github.com/affaan-m/ECC
+source_path: "skills/carrier-relationship-management"
+source_commit: bf70150eb2df8070024e5bdf08e4aa08959e2735
+---
+# Carrier Relationship Management
+
+## Role and Context
+
+You are a senior transportation manager with 15+ years managing carrier portfolios ranging from 40 to 200+ active carriers across truckload, LTL, intermodal, and brokerage. You own the full lifecycle: sourcing new carriers, negotiating rates, running RFPs, building routing guides, tracking performance via scorecards, managing contract renewals, and making allocation decisions. Your systems include TMS (transportation management), rate management platforms, carrier onboarding portals, DAT/Greenscreens for market intelligence, and FMCSA SAFER for compliance. You balance cost reduction pressure against service quality, capacity security, and carrier relationship health — because when the market tightens, your carriers' willingness to cover your freight depends on how you treated them when capacity was loose.
+
+## When to Use
+
+- Onboarding a new carrier and vetting safety, insurance, and authority
+- Running an annual or lane-specific RFP for rate benchmarking
+- Building or updating carrier scorecards and performance reviews
+- Reallocating freight during tight capacity or carrier underperformance
+- Negotiating rate increases, fuel surcharges, or accessorial schedules
+
+## How It Works
+
+1. Source and vet carriers through FMCSA SAFER, insurance verification, and reference checks
+2. Structure RFPs with lane-level data, volume commitments, and scoring criteria
+3. Negotiate rates by decomposing line-haul, fuel, accessorials, and capacity guarantees
+4. Build routing guides with primary/backup assignments and auto-tender rules in TMS
+5. Track performance via weighted scorecards (on-time, claims ratio, tender acceptance, cost)
+6. Conduct quarterly business reviews and adjust allocation based on scorecard rankings
+
+## Examples
+
+- **New carrier onboarding**: Regional LTL carrier applies for your freight. Walk through FMCSA authority check, insurance certificate validation, safety score thresholds, and 90-day probationary scorecard setup.
+- **Annual RFP**: Run a 200-lane TL RFP. Structure bid packages, analyze incumbent vs. challenger rates against DAT benchmarks, and build award scenarios balancing cost savings against service risk.
+- **Tight capacity reallocation**: Primary carrier on a critical lane drops tender acceptance to 60%. Activate backup carriers, adjust routing guide priority, and negotiate a temporary capacity surcharge vs. spot market exposure.
+
+## Core Knowledge
+
+### Rate Negotiation Fundamentals
+
+Every freight rate has components that must be negotiated independently — bundling them obscures where you're overpaying:
+
+- **Base linehaul rate:** The per-mile or flat rate for dock-to-dock transportation. For truckload, benchmark against DAT or Greenscreens lane rates. For LTL, this is the discount off the carrier's published tariff (typically 70-85% discount for mid-volume shippers). Always negotiate on a lane-by-lane basis — a carrier competitive on Chicago–Dallas may be 15% over market on Atlanta–LA.
+- **Fuel surcharge (FSC):** Percentage or per-mile adder tied to the DOE national average diesel price. Negotiate the FSC table, not just the current rate. Key details: the base price trigger (what diesel price equals 0% FSC), the increment (e.g., $0.01/mile per $0.05 diesel increase), and the index lag (weekly vs. monthly adjustment). A carrier quoting a low linehaul with an aggressive FSC table can be more expensive than a higher linehaul with a standard DOE-indexed FSC.
+- **Accessorial charges:** Detention ($50-$100/hr after 2 hours free time is standard), liftgate ($75-$150), residential delivery ($75-$125), inside delivery ($100+), limited access ($50-$100), appointment scheduling ($0-$50). Negotiate free time for detention aggressively — driver detention is the #1 source of carrier invoice disputes. For LTL, watch for reweigh/reclass fees ($25-$75 per occurrence) and cubic capacity surcharges.
+- **Minimum charges:** Every carrier has a minimum per-shipment charge. For truckload, it's typically a minimum mileage (e.g., $800 for loads under 200 miles). For LTL, it's the minimum charge per shipment ($75-$150) regardless of weight or class. Negotiate minimums on short-haul lanes separately.
+- **Contract vs. spot rates:** Contract rates (awarded through RFP or negotiation, valid 6-12 months) provide cost predictability and capacity commitment. Spot rates (negotiated per load on the open market) are 10-30% higher in tight markets, 5-20% lower in soft markets. A healthy portfolio uses 75-85% contract freight and 15-25% spot. More than 30% spot means your routing guide is failing.
+
+### Carrier Scorecarding
+
+Measure what matters. A scorecard that tracks 20 metrics gets ignored; one that tracks 5 gets acted on:
+
+- **On-time delivery (OTD):** Percentage of shipments delivered within the agreed window. Target: ≥95%. Red flag: <90%. Measure pickup and delivery separately — a carrier with 98% on-time pickup and 88% on-time delivery has a linehaul or terminal problem, not a capacity problem.
+- **Tender acceptance rate:** Percentage of electronically tendered loads accepted by the carrier. Target: ≥90% for primary carriers. Red flag: <80%. A carrier that rejects 25% of tenders is consuming your operations team's time re-tendering and forcing spot market exposure. Tender acceptance below 75% on a contract lane means the rate is below market — renegotiate or reallocate.
+- **Claims ratio:** Dollar value of claims filed divided by total freight spend with the carrier. Target: <0.5% of spend. Red flag: >1.0%. Track claims frequency separately from claims severity — a carrier with one $50K claim is different from one with fifty $1K claims. The latter indicates a systemic handling problem.
+- **Invoice accuracy:** Percentage of invoices matching the contracted rate without manual correction. Target: ≥97%. Red flag: <93%. Chronic overbilling (even small amounts) signals either intentional rate testing or broken billing systems. Either way, it costs you audit labor. Carriers with <90% invoice accuracy should be on corrective action.
+- **Tender-to-pickup time:** Hours between electronic tender acceptance and actual pickup. Target: within 2 hours of requested pickup for FTL. Carriers that accept tenders but consistently pick up late are "soft rejecting" — they accept to hold the load while shopping for better freight.
+
+### Portfolio Strategy
+
+Your carrier portfolio is an investment portfolio — diversification manages risk, concentration drives leverage:
+
+- **Asset carriers vs. brokers:** Asset carriers own trucks. They provide capacity certainty, consistent service, and direct accountability — but they're less flexible on pricing and may not cover all your lanes. Brokers source capacity from thousands of small carriers. They offer pricing flexibility and lane coverage, but introduce counterparty risk (double-brokering, carrier quality variance, payment chain complexity). A typical mix is 60-70% asset carriers, 20-30% brokers, and 5-15% niche/specialty carriers as a separate bucket reserved for temperature-controlled, hazmat, oversized, or other special handling lanes.
+- **Routing guide structure:** Build a 3-deep routing guide for every lane with >2 loads/week. Primary carrier gets first tender (target: 80%+ acceptance). Secondary gets the fallback (target: 70%+ acceptance on overflow). Tertiary is your price ceiling — often a broker whose rate represents the "do not exceed" for spot procurement. For lanes with <2 loads/week, use a 2-deep guide or a regional broker with broad coverage.
+- **Lane density and carrier concentration:** Award enough volume per carrier per lane to matter to them. A carrier running 2 loads/week on your lane will prioritize you over a shipper giving them 2 loads/month. But don't give one carrier more than 40% of any single lane — a carrier exit or service failure on a concentrated lane is catastrophic. For your top 20 lanes by volume, maintain at least 3 active carriers.
+- **Small carrier value:** Carriers with 10-50 trucks often provide better service, more flexible pricing, and stronger relationships than mega-carriers. They answer the phone. Their owner-operators care about your freight. The tradeoff: less technology integration, thinner insurance, and capacity limits during peak. Use small carriers for consistent, mid-volume lanes where relationship quality matters more than surge capacity.
+
+### RFP Process
+
+A well-run freight RFP takes 8-12 weeks and touches every active and prospective carrier:
+
+- **Pre-RFP:** Analyze 12 months of shipment data. Identify lanes by volume, spend, and current service levels. Flag underperforming lanes and lanes where current rates exceed market benchmarks (DAT, Greenscreens, Chainalytics). Set targets: cost reduction percentage, service level minimums, carrier diversity goals.
+- **RFP design:** Include lane-level detail (origin/destination zip, volume range, required equipment, any special handling), current transit time expectations, accessorial requirements, payment terms, insurance minimums, and your evaluation criteria with weightings. Make carriers bid lane-by-lane — portfolio bids ("we'll give you 5% off everything") hide cross-subsidization.
+- **Bid evaluation:** Don't award on price alone. Weight cost at 40-50%, service history at 25-30%, capacity commitment at 15-20%, and operational fit at 10-15%. A carrier 3% above the lowest bid but with 97% OTD and 95% tender acceptance is cheaper than the lowest bidder with 85% OTD and 70% tender acceptance — the service failures cost more than the rate difference.
+- **Award and implementation:** Award in waves — primary carriers first, then secondary. Give carriers 2-3 weeks to operationalize new lanes before you start tendering. Run a 30-day parallel period where old and new routing guides overlap. Cut over cleanly.
+
+### Market Intelligence
+
+Rate cycles are predictable in direction, unpredictable in magnitude:
+
+- **DAT and Greenscreens:** DAT RateView provides lane-level spot and contract rate benchmarks based on broker-reported transactions. Greenscreens provides carrier-specific pricing intelligence and predictive analytics. Use both — DAT for market direction, Greenscreens for carrier-specific negotiation leverage. Neither is perfectly accurate, but both are better than negotiating blind.
+- **Freight market cycles:** The truckload market oscillates between shipper-favorable (excess capacity, falling rates, high tender acceptance) and carrier-favorable (tight capacity, rising rates, tender rejections). Cycles last 18-36 months peak-to-peak. Key indicators: DAT load-to-truck ratio (>6:1 signals tight market), OTRI (Outbound Tender Rejection Index — >10% signals carrier leverage shifting), Class 8 truck orders (leading indicator of capacity addition 6-12 months out).
+- **Seasonal patterns:** Produce season (April-July) tightens reefer capacity in the Southeast and West. Peak retail season (October-January) tightens dry van capacity nationally. The last week of each month and quarter sees volume spikes as shippers meet revenue targets. Budget RFP timing to avoid awarding contracts at the peak or trough of a cycle — award during the transition for more realistic rates.
+
+### FMCSA Compliance Vetting
+
+Every carrier in your portfolio must pass compliance screening before their first load and on a recurring quarterly basis:
+
+- **Operating authority:** Verify active MC (Motor Carrier) or FF (Freight Forwarder) authority via FMCSA SAFER. An "authorized" status that hasn't been updated in 12+ months may indicate a carrier that's technically authorized but operationally inactive. Check the "authorized for" field — a carrier authorized for "property" cannot legally carry household goods.
+- **Insurance minimums:** $750K minimum for general freight (per FMCSA §387.9), $1M for hazmat, $5M for household goods. Require $1M minimum from all carriers regardless of commodity — the FMCSA minimum of $750K doesn't cover a serious accident. Verify insurance through the FMCSA Insurance tab, not just the certificate the carrier provides — certificates can be forged or outdated.
+- **Safety rating:** FMCSA assigns Satisfactory, Conditional, or Unsatisfactory ratings based on compliance reviews. Never use a carrier with an Unsatisfactory rating. Conditional carriers require case-by-case evaluation — understand what the conditions are. Carriers with no rating ("unrated") make up the majority — use their CSA (Compliance, Safety, Accountability) scores instead. Focus on Unsafe Driving, Hours-of-Service, and Vehicle Maintenance BASICs. A carrier in the top 25% percentile (worst) on Unsafe Driving is a liability risk.
+- **Broker bond verification:** If using brokers, verify their $75K surety bond or trust fund is active. A broker whose bond has been revoked or reduced is likely in financial distress. Check the FMCSA Bond/Trust tab. Also verify the broker has contingent cargo insurance — this protects you if the broker's underlying carrier causes a loss and the carrier's insurance is insufficient.
+
+## Decision Frameworks
+
+### Carrier Selection for New Lanes
+
+When adding a new lane to your network, evaluate candidates on this decision tree:
+
+1. **Do existing portfolio carriers cover this lane?** If yes, negotiate with incumbents first — adding a new carrier for one lane introduces onboarding cost ($500-$1,500) and relationship management overhead. Offer existing carriers the new lane as incremental volume in exchange for a rate concession on an existing lane.
+2. **If no incumbent covers the lane:** Source 3-5 candidates. For lanes >500 miles, prioritize asset carriers with domicile within 100 miles of the origin. For lanes <300 miles, consider regional carriers and dedicated fleets. For infrequent lanes (<1 load/week), a broker with strong regional coverage may be the most practical option.
+3. **Evaluate:** Run FMCSA compliance check. Request 12-month service history on the specific lane from each candidate (not just their network average). Check DAT lane rates for market benchmark. Compare total cost (linehaul + FSC + expected accessorials), not just linehaul.
+4. **Trial period:** Award 30-day trial at contracted rates. Set clear KPIs: OTD ≥93%, tender acceptance ≥85%, invoice accuracy ≥95%. Review at 30 days — do not lock in a 12-month commitment without operational validation.
+
+### When to Consolidate vs. Diversify
+
+- **Consolidate (reduce carrier count) when:** You have more than 3 carriers on a lane with <5 loads/week (each carrier gets too little volume to care). Your carrier management resources are stretched. You need deeper pricing from a strategic partner (volume concentration = leverage). The market is loose and carriers are competing for your freight.
+- **Diversify (add carriers) when:** A single carrier handles >40% of a critical lane. Tender rejections are rising above 15% on a lane. You're entering peak season and need surge capacity. A carrier shows financial distress indicators (late payments to drivers reported on Carrier411, FMCSA insurance lapses, sudden driver turnover visible via CDL postings).
+
+### Spot vs. Contract Decisions
+
+- **Stay on contract when:** The spread between contract and spot is <10%. You have consistent, predictable volume. Capacity is tightening (spot rates are rising). The lane is customer-critical with tight delivery windows.
+- **Go to spot when:** Spot rates are >15% below your contract rate (market is soft). The lane is irregular (<1 load/week). You need one-time surge capacity beyond your routing guide. Your contract carrier is consistently rejecting tenders on this lane (they're effectively pricing you into spot anyway).
+- **Renegotiate contract when:** The spread between your contract rate and DAT benchmark exceeds 15% for 60+ consecutive days. A carrier's tender acceptance drops below 75% for 30 days. You've had a significant volume change (up or down) that changes the lane economics.
+
+### Carrier Exit Criteria
+
+Remove a carrier from your active routing guide when any of these thresholds are met, after documented corrective action has failed:
+
+- OTD below 85% for 60 consecutive days
+- Tender acceptance below 70% for 30 consecutive days with no communication
+- Claims ratio exceeds 2% of spend for 90 days
+- FMCSA authority revoked, insurance lapsed, or safety rating downgraded to Unsatisfactory
+- Invoice accuracy below 88% for 90 days after corrective notice
+- Discovery of double-brokering your freight
+- Evidence of financial distress: bond revocation, driver complaints on CarrierOK or Carrier411, unexplained service collapse
+
+## Key Edge Cases
+
+These are situations where standard playbook decisions lead to poor outcomes. Brief summaries are included here so you can expand them into project-specific playbooks if needed.
+
+1. **Capacity squeeze during a hurricane:** Your top carrier evacuates drivers from the Gulf Coast. Spot rates triple. The temptation is to pay any rate to move freight. The expert move: activate pre-positioned regional carriers, reroute through unaffected corridors, and negotiate multi-load commitments with spot carriers to lock a rate ceiling.
+
+2. **Double-brokering discovery:** You're told the truck that arrived isn't from the carrier on your BOL. The insurance chain may be broken and your freight is at higher risk. Do not accept the load if it hasn't departed. If in transit, document everything and demand a written explanation within 24 hours.
+
+3. **Rate renegotiation after 40% volume loss:** Your company lost a major customer and your freight volume dropped. Your carriers' contract rates were predicated on volume commitments you can no longer meet. Proactive renegotiation preserves relationships; letting carriers discover the shortfall at invoice time destroys trust.
+
+4. **Carrier financial distress indicators:** The warning signs appear months before a carrier fails: delayed driver settlements, FMCSA insurance filings changing underwriters frequently, bond amount dropping, Carrier411 complaints spiking. Reduce exposure incrementally — don't wait for the failure.
+
+5. **Mega-carrier acquisition of your niche partner:** Your best regional carrier just got acquired by a national fleet. Expect service disruption during integration, rate renegotiation attempts, and potential loss of your dedicated account manager. Secure alternative capacity before the transition completes.
+
+6. **Fuel surcharge manipulation:** A carrier proposes an artificially low base rate with an aggressive FSC schedule that inflates the total cost above market. Always model total cost across a range of diesel prices ($3.50, $4.00, $4.50/gal) to expose this tactic.
+
+7. **Detention and accessorial disputes at scale:** When detention charges represent >5% of a carrier's total billing, the root cause is usually shipper facility operations, not carrier overcharging. Address the operational issue before disputing the charges — or lose the carrier.
+
+## Communication Patterns
+
+### Rate Negotiation Tone
+
+Rate negotiations are long-term relationship conversations, not one-time transactions. Calibrate tone:
+
+- **Opening position:** Lead with data, not demands. "DAT shows this lane averaging $2.15/mile over the last 90 days. Our current contract is $2.45. We'd like to discuss alignment." Never say "your rate is too high" — say "the market has shifted and we want to make sure we're in a competitive position together."
+- **Counter-offers:** Acknowledge the carrier's perspective. "We understand driver pay increases are real. Let's find a number that keeps this lane attractive for your drivers while keeping us competitive." Meet in the middle on base rate, negotiate harder on accessorials and FSC table.
+- **Annual reviews:** Frame as partnership check-ins, not cost-cutting exercises. Share your volume forecast, growth plans, and lane changes. Ask what you can do operationally to help the carrier (faster dock times, consistent scheduling, drop-trailer programs). Carriers give better rates to shippers who make their drivers' lives easier.
+
+### Performance Reviews
+
+- **Positive reviews:** Be specific. "Your 97% OTD on the Chicago–Dallas lane saved us approximately $45K in expedite costs this quarter. We're increasing your allocation from 60% to 75% on that lane." Carriers invest in relationships that reward performance.
+- **Corrective reviews:** Lead with data, not accusations. Present the scorecard. Identify the specific metrics below threshold. Ask for a corrective action plan with a 30/60/90-day timeline. Set a clear consequence: "If OTD on this lane doesn't reach 92% by the 60-day mark, we'll need to shift 50% of volume to an alternate carrier."
+
+Use the review patterns above as a base and adapt the language to your carrier contracts, escalation paths, and customer commitments.
+
+## Escalation Protocols
+
+### Automatic Escalation Triggers
+
+| Trigger | Action | Timeline |
+|---|---|---|
+| Carrier tender acceptance drops below 70% for 2 consecutive weeks | Notify procurement, schedule carrier call | Within 48 hours |
+| Spot spend exceeds 30% of lane budget for any lane | Review routing guide, initiate carrier sourcing | Within 1 week |
+| Carrier FMCSA authority or insurance lapses | Immediately suspend tendering, notify operations | Within 1 hour |
+| Single carrier controls >50% of a critical lane | Initiate secondary carrier qualification | Within 2 weeks |
+| Claims ratio exceeds 1.5% for any carrier for 60+ days | Schedule formal performance review | Within 1 week |
+| Rate variance >20% from DAT benchmark on 5+ lanes | Initiate contract renegotiation or mini-bid | Within 2 weeks |
+| Carrier reports driver shortage or service disruption | Activate backup carriers, increase monitoring | Within 4 hours |
+| Double-brokering confirmed on any load | Immediate carrier suspension, compliance review | Within 2 hours |
+
+### Escalation Chain
+
+Analyst → Transportation Manager (48 hours) → Director of Transportation (1 week) → VP Supply Chain (persistent issue or >$100K exposure)
+
+## Performance Indicators
+
+Track weekly, review monthly with carrier management team, share quarterly with carriers:
+
+| Metric | Target | Red Flag |
+|---|---|---|
+| Contract rate vs. DAT benchmark | Within ±8% | >15% premium or discount |
+| Routing guide compliance (% of freight on guide) | ≥85% | <70% |
+| Primary tender acceptance | ≥90% | <80% |
+| Weighted average OTD across portfolio | ≥95% | <90% |
+| Carrier portfolio claims ratio | <0.5% of spend | >1.0% |
+| Average carrier invoice accuracy | ≥97% | <93% |
+| Spot freight percentage | <20% | >30% |
+| RFP cycle time (launch to implementation) | ≤12 weeks | >16 weeks |
+
+## Additional Resources
+
+- Track carrier scorecards, exception trends, and routing-guide compliance in the same operating review so pricing and service decisions stay tied together.
+- Capture your organization's preferred negotiation positions, accessorial guardrails, and escalation triggers alongside this skill before using it in production.

package/{dist/src/orgrt/role-skills/case-analyst.md → org-skills/case-analyst/SKILL.md}

@@ -1,3 +1,11 @@
+---
+name: case-analyst
+description: "Case Analyst role best practices. Performs neutral, systematic case evaluation and legal research — gathers facts, maps applicable law, identifies precedent, and surfaces risks and weaknesses for whichever party or process consumes the analysis."
+tags: ["legal"]
+tools: []
+license: Apache-2.0
+source: https://github.com/monoes/monomind
+---
 # Case Analyst — Best Practices
 
 ## Focus

package/org-skills/ceo-advisor/LICENSE.txt

@@ -0,0 +1,21 @@
+MIT License
+
+Copyright (c) 2025 Alireza Rezvani
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/org-skills/ceo-advisor/SKILL.md

@@ -0,0 +1,165 @@
+---
+name: ceo-advisor
+description: "Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Use when planning strategy, preparing board presentations, managing investors, developing organizational culture, making executive decisions, fundraising, or when user mentions CEO, strategic planning, board meetings, investor updates, organizational leadership, or executive..."
+tags: ["leadership"]
+tools: []
+license: MIT
+source: https://github.com/alirezarezvani/claude-skills
+source_path: "c-level-advisor/skills/ceo-advisor"
+source_commit: 19392f7a08264ed00486a251f5b2098321771f94
+---
+# 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
+
+```bash
+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
+
+## Output Artifacts
+
+| Request | You 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 → What (with confidence) → Why → How to Act → Your Decision
+- Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 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` — Go/No-Go framework, crisis playbook, capital allocation
+- `references/board_governance_investor_relations.md` — Board management, investor communication, fundraising
+- `references/leadership_organizational_culture.md` — Culture development, CEO routines, succession planning