aigroup-workflow 1.0.0

package/skills/jarvis/engineering-team/docs/skills/c-level-advisor/internal-narrative.md

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+---
+title: "Internal Narrative Builder — Agent Skill for Executives"
+description: "Build and maintain one coherent company story across all audiences — employees, investors, customers, candidates, and partners. Detects narrative. Agent skill for Claude Code, Codex CLI, Gemini CLI, OpenClaw."
+---
+
+# Internal Narrative Builder
+
+<div class="page-meta" markdown>
+<span class="meta-badge">:material-account-tie: C-Level Advisory</span>
+<span class="meta-badge">:material-identifier: `internal-narrative`</span>
+<span class="meta-badge">:material-github: <a href="https://github.com/alirezarezvani/claude-skills/tree/main/c-level-advisor/internal-narrative/SKILL.md">Source</a></span>
+</div>
+
+<div class="install-banner" markdown>
+<span class="install-label">Install:</span> <code>claude /plugin install c-level-skills</code>
+</div>
+
+
+One company. Many audiences. Same truth — different lenses. Narrative inconsistency is trust erosion. This skill builds and maintains coherent communication across every stakeholder group.
+
+## Keywords
+narrative, company story, internal communication, investor update, all-hands, board communication, crisis communication, messaging, storytelling, narrative consistency, audience translation, founder narrative, employee communication, candidate narrative, partner communication
+
+## Core Principle
+
+**The same fact lands differently depending on who hears it and what they need.**
+
+"We're shifting resources from Product A to Product B" means:
+- To employees: "Is my job safe? Why are we abandoning what I built?"
+- To investors: "Smart capital allocation — they're doubling down on the winner"
+- To customers of Product A: "Are they abandoning us?"
+- To candidates: "Exciting new focus — are they decisive?"
+
+Same fact. Four different narratives needed. The skill is maintaining truth while serving each audience's actual question.
+
+---
+
+## Framework
+
+### Step 1: Build the Core Narrative
+
+One paragraph that every other communication derives from. This is the source of truth.
+
+**Core narrative template:**
+> [Company name] exists to [mission — present tense, specific]. We're building [what you're building] because [the problem you're solving]. Our approach is [your unique way of doing this]. We're at [honest description of current state] and heading toward [where you're going in concrete terms].
+
+**Good core narrative (example):**
+> Acme Health exists to reduce preventable falls in elderly care using smartphone-based mobility analysis. We're building an AI diagnostic tool for care teams because current fall risk assessments are subjective, infrequent, and often wrong. Our approach — using the phone's camera during a 10-second walking test — means no new hardware, no specialist required. We have 80 care facilities in DACH paying us €800K ARR, and we're heading to €3M ARR by demonstrating clinical value at scale before our Series B.
+
+**Bad core narrative:**
+> Acme Health is an innovative AI company revolutionizing elderly care through cutting-edge technology that empowers care providers and improves patient outcomes across the continuum of care.
+
+The good version is usable. The bad version says nothing.
+
+---
+
+### Step 2: Audience Translation Matrix
+
+Take the core narrative and translate it for each audience. Same truth, different frame.
+
+| Fact | Employees need to hear | Investors need to hear | Customers need to hear | Candidates need to hear |
+|------|----------------------|----------------------|----------------------|------------------------|
+| We have 80 customers | "We've proven the model — your work matters" | "Product-market fit signal, capital efficient" | "80 care facilities trust us" | "Traction you'd be joining" |
+| We pivoted from hardware | "We were honest enough to change course" | "Capital-efficient pivot to better unit economics" | "We found a faster, simpler way to serve you" | "We make decisions based on evidence, not ego" |
+| We missed Q2 revenue | "Here's why, here's the plan, here's what you can do" | "Revenue mix shifted — trailing indicator improving" | [Usually don't tell customers revenue misses] | [Usually not shared externally] |
+| We're hiring fast | "The team is growing — your network matters" | "Headcount plan aligned to growth" | [Not relevant unless it affects service] | "This is a rocket ship moment" |
+
+**Rules:**
+- Never contradict yourself across audiences. Different framing ≠ different facts.
+- "We told investors growth, told employees efficiency" is a contradiction. Audit for this.
+- Investors and employees see each other. Board members talk to your team. Candidates google you.
+
+---
+
+### Step 3: Contradiction Detection
+
+Before any major communication, run the contradiction check:
+
+**Question 1:** What did we tell investors last month about [topic]?
+**Question 2:** What did we tell employees about the same topic?
+**Question 3:** Are these consistent? If not — which version is true?
+
+**Common contradictions:**
+- "Efficient growth" to investors + "we're hiring aggressively" to candidates
+- "Strong pipeline" to investors + "sales is struggling" at all-hands
+- "Customer-first" in culture + recent decisions that clearly prioritized revenue over customer need
+
+**When you catch a contradiction:** Fix the less accurate version, then communicate the correction explicitly. "Last month I said X. After more reflection, X is not quite right. Here's the clearer version."
+
+Correcting yourself before someone else catches it builds more trust than getting caught.
+
+---
+
+### Step 4: Audience-Specific Communication Cadence
+
+| Audience | Format | Frequency | Owner |
+|----------|--------|-----------|-------|
+| Employees | All-hands | Monthly | CEO |
+| Employees | Team updates | Weekly | Team leads |
+| Investors | Written update | Monthly | CEO + CFO |
+| Board | Board meeting + memo | Quarterly | CEO |
+| Customers | Product updates | Per release | CPO / CS |
+| Candidates | Careers page + interview narrative | Ongoing | CHRO + Founders |
+| Partners | Quarterly business review | Quarterly | BD Lead |
+
+---
+
+### Step 5: All-Hands Structure and Cadence
+
+See `templates/all-hands-template.md` for the full template.
+
+**Principles:**
+- Lead with honest state of the company. No spin.
+- Connect company performance to individual work: "Here's how what you built contributed to this outcome."
+- Give people a reason to be proud of their choice to work here.
+- Leave time for real Q&A — not curated questions.
+
+**All-hands failure modes:**
+- CEO speaks for 55 of 60 minutes; Q&A is "any quick questions?"
+- All good news, all the time — employees know when you're not being honest
+- Metrics without context: "ARR grew 15%" without explaining if that's good, bad, or expected
+- Questions deflected: "That's a great point, we should follow up on that" → never followed up
+
+---
+
+### Step 6: Crisis Communication
+
+When the narrative breaks — someone leaves publicly, a product fails, a security breach, a press article.
+
+**The 4-hour rule:** If something is public or about to be, communicate internally within 4 hours. Employees should never learn about company news from Twitter.
+
+**Crisis communication sequence:**
+
+**Hour 0–4 (internal first):**
+1. CEO or relevant leader sends an internal message
+2. Acknowledge what happened factually
+3. State what you know and what you don't know yet
+4. Tell people what you're doing about it
+5. Tell people what they should do if they're asked about it
+
+**Hour 4–24 (external if needed):**
+1. External statement (press, social) only if the event is public
+2. Consistent with the internal message — same facts, audience-appropriate framing
+3. Legal review if any claims or liability involved
+
+**What not to do in a crisis:**
+- Silence: letting rumors fill the vacuum
+- Spin: people can detect it and it destroys trust
+- "No comment": says "we have something to hide"
+- Blaming: even if someone else caused the problem, your audience only cares what you're doing about it
+
+**Template for crisis internal communication:**
+> "Here's what happened: [factual description]. Here's what we know right now: [known facts]. Here's what we don't know yet: [honest uncertainty]. Here's what we're doing: [specific actions]. Here's what you should do if you're asked about this: [specific guidance]. I'll update you by [specific time] with more information."
+
+---
+
+## Narrative Consistency Checklist
+
+Run before any major external communication:
+
+- [ ] Is this consistent with what we told investors last month?
+- [ ] Is this consistent with what we told employees at the last all-hands?
+- [ ] Does this contradict anything on our website, careers page, or press releases?
+- [ ] If an employee read this external communication, would they recognize the company being described?
+- [ ] If an investor read our internal all-hands deck, would they find anything inconsistent?
+- [ ] Have we been accurate about our current state, or are we projecting an aspiration?
+
+---
+
+## Key Questions for Narrative
+
+- "Could a new employee explain to a friend why our company exists? What would they say?"
+- "What do we tell investors about our strategy? What do we tell employees? Are these the same?"
+- "If a journalist asked our team members to describe the company independently, what would they say?"
+- "When did we last update our 'why we exist' story? Is it still true?"
+- "What's the hardest question we'd get from each audience? Do we have an honest answer?"
+
+## Red Flags
+
+- Different departments describe the company mission differently
+- Investor narrative emphasizes growth; employee narrative emphasizes stability (or vice versa)
+- All-hands presentations are mostly slides, mostly one-way
+- Q&A questions are screened or deflected
+- Bad news reaches employees through Slack rumors before leadership communication
+- Careers page describes a culture that employees don't recognize
+
+## Integration with Other C-Suite Roles
+
+| When... | Work with... | To... |
+|---------|-------------|-------|
+| Investor update prep | CFO | Align financial narrative with company narrative |
+| Reorg or leadership change | CHRO + CEO | Sequence: employees first, then external |
+| Product pivot | CPO | Align customer communication with investor story |
+| Culture change | Culture Architect | Ensure internal story is consistent with external employer brand |
+| M&A or partnership | CEO + COO | Control information flow, prevent narrative leaks |
+| Crisis | All C-suite | Single voice, consistent story, internal first |
+
+## Detailed References
+- `references/narrative-frameworks.md` — Storytelling structures, founder narrative, bad news delivery, all-hands templates
+- `templates/all-hands-template.md` — All-hands presentation template

package/skills/jarvis/engineering-team/docs/skills/c-level-advisor/intl-expansion.md

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+---
+title: "International Expansion — Agent Skill for Executives"
+description: "International market expansion strategy. Market selection, entry modes, localization, regulatory compliance, and go-to-market by region. Use when. Agent skill for Claude Code, Codex CLI, Gemini CLI, OpenClaw."
+---
+
+# International Expansion
+
+<div class="page-meta" markdown>
+<span class="meta-badge">:material-account-tie: C-Level Advisory</span>
+<span class="meta-badge">:material-identifier: `intl-expansion`</span>
+<span class="meta-badge">:material-github: <a href="https://github.com/alirezarezvani/claude-skills/tree/main/c-level-advisor/intl-expansion/SKILL.md">Source</a></span>
+</div>
+
+<div class="install-banner" markdown>
+<span class="install-label">Install:</span> <code>claude /plugin install c-level-skills</code>
+</div>
+
+
+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/skills/jarvis/engineering-team/docs/skills/c-level-advisor/ma-playbook.md

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+---
+title: "M&A Playbook — Agent Skill for Executives"
+description: "M&A strategy for acquiring companies or being acquired. Due diligence, valuation, integration, and deal structure. Use when evaluating acquisitions. Agent skill for Claude Code, Codex CLI, Gemini CLI, OpenClaw."
+---
+
+# M&A Playbook
+
+<div class="page-meta" markdown>
+<span class="meta-badge">:material-account-tie: C-Level Advisory</span>
+<span class="meta-badge">:material-identifier: `ma-playbook`</span>
+<span class="meta-badge">:material-github: <a href="https://github.com/alirezarezvani/claude-skills/tree/main/c-level-advisor/ma-playbook/SKILL.md">Source</a></span>
+</div>
+
+<div class="install-banner" markdown>
+<span class="install-label">Install:</span> <code>claude /plugin install c-level-skills</code>
+</div>
+
+
+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/skills/jarvis/engineering-team/docs/skills/c-level-advisor/org-health-diagnostic.md

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+---
+title: "Org Health Diagnostic — Agent Skill for Executives"
+description: "Cross-functional organizational health check combining signals from all C-suite roles. Scores 8 dimensions on a traffic-light scale with drill-down. Agent skill for Claude Code, Codex CLI, Gemini CLI, OpenClaw."
+---
+
+# Org Health Diagnostic
+
+<div class="page-meta" markdown>
+<span class="meta-badge">:material-account-tie: C-Level Advisory</span>
+<span class="meta-badge">:material-identifier: `org-health-diagnostic`</span>
+<span class="meta-badge">:material-github: <a href="https://github.com/alirezarezvani/claude-skills/tree/main/c-level-advisor/org-health-diagnostic/SKILL.md">Source</a></span>
+</div>
+
+<div class="install-banner" markdown>
+<span class="install-label">Install:</span> <code>claude /plugin install c-level-skills</code>
+</div>
+
+
+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