naive-framework 0.0.0-stage → 0.2.0

package/governance/venture-template/roles/agent-roles.json

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+{
+  "register": "agent-roles",
+  "updated": "2026-10-14",
+  "governed_by": "ratified operating-model decisions",
+  "conformance": "Checks with objective criteria (tests, goldens, invariants, rebuilds) run as CI and scripts: no model and no reviewer (the conformance rule).",
+  "tiers": {
+    "person": "A human; holds accountability",
+    "frontier": "Strongest available model; high-leverage, novel, low-volume decisions",
+    "workhorse-coding": "Strong, cheaper coding model; high-volume, well-specified implementation",
+    "none": "Deterministic scripts and CI"
+  },
+  "roles": [
+    {
+      "id": "founder",
+      "name": "Founder",
+      "occupant": "person",
+      "tier": "person",
+      "functions": [
+        "F1 purpose and strategy",
+        "escalations",
+        "final say on F9"
+      ],
+      "decides": [
+        "strategy",
+        "constitutional changes",
+        "money",
+        "legal terms",
+        "public commitments",
+        "production ship (or a named delegate)",
+        "anything irreversible at company scale"
+      ],
+      "research": "any",
+      "reviews": "escalation classes only",
+      "escalates_to": null,
+      "template": "[[founder]]"
+    },
+    {
+      "id": "chief-of-staff",
+      "name": "Chief of Staff",
+      "occupant": "agent",
+      "tier": "frontier",
+      "functions": [
+        "F7 coordinate and remember"
+      ],
+      "decides": [
+        "intake and first-principles restatement",
+        "routing to roles",
+        "priorities within approved strategy",
+        "what to defer and to whom",
+        "register upkeep"
+      ],
+      "research": "rediscovery across ledgers and registers; light research to frame an idea",
+      "reviews": "none; it routes",
+      "escalates_to": "next level's chief-of-staff, then founder",
+      "template": "[[chief-of-staff]]",
+      "notes": "One position per level: umbrella (the founder's only interface) and one per ecosystem (the decision-level rule)."
+    },
+    {
+      "id": "domain-lead",
+      "name": "Domain Lead",
+      "occupant": "agent",
+      "tier": "frontier",
+      "functions": [
+        "F2 know the domain"
+      ],
+      "decides": [
+        "what the sources say and how reliable they are",
+        "domain design within decided strategy",
+        "which sources to add to the source register"
+      ],
+      "research": "primary sources, law, official records, academic and industry literature",
+      "reviews": "domain accuracy of others' work on request",
+      "escalates_to": "ecosystem chief-of-staff",
+      "template": null,
+      "notes": "New role; no human template yet. Core where data is the product."
+    },
+    {
+      "id": "architect",
+      "name": "Architect (architecture and infrastructure)",
+      "occupant": "agent",
+      "tier": "frontier",
+      "functions": [
+        "F3 systems design",
+        "F4 decomposition (Tech Lead folded in by a ratified role decision)",
+        "F6 fit-to-intent review",
+        "F8 operating rules"
+      ],
+      "decides": [
+        "ADRs inside decided strategy",
+        "repository, data stores, runtimes, formats",
+        "build handoffs and done-criteria",
+        "accepting work in classes marked for review",
+        "operating procedures (e.g. database branch procedure)"
+      ],
+      "research": "technology evaluation, vendor and library docs, prior art",
+      "reviews": "fit to intent, only for marked decision classes",
+      "escalates_to": "ecosystem chief-of-staff",
+      "template": "[[cto]]",
+      "notes": "Split out a Tech Lead when several Builders run in parallel."
+    },
+    {
+      "id": "product-design-lead",
+      "name": "Product and Design Lead",
+      "occupant": "agent",
+      "tier": "frontier",
+      "functions": [
+        "F3 domain, product, experience and interface layers"
+      ],
+      "decides": [
+        "experience and interface design within decided product lines",
+        "microcopy within brand voice"
+      ],
+      "research": "users, comparable products, design references, accessibility",
+      "reviews": "fit to experience intent for marked classes",
+      "escalates_to": "ecosystem chief-of-staff",
+      "template": null
+    },
+    {
+      "id": "builder",
+      "name": "Builder",
+      "occupant": "agent",
+      "tier": "workhorse-coding",
+      "functions": [
+        "F5 make",
+        "F8 execution under the Architect's rules"
+      ],
+      "decides": [
+        "how to implement within the handoff",
+        "implementation details, refactors within scope",
+        "shipping work that passes conformance (the reversible-work rule)"
+      ],
+      "research": "current docs, APIs, library versions, error messages, before and during coding",
+      "reviews": "never its own work",
+      "escalates_to": "architect",
+      "template": "[[forward-deployed-engineer]]"
+    },
+    {
+      "id": "business-lead",
+      "name": "Business Lead",
+      "occupant": "agent",
+      "tier": "frontier",
+      "functions": [
+        "F9 capture value: research and models"
+      ],
+      "decides": [
+        "market, pricing and financial research and models within strategy"
+      ],
+      "research": "markets, competitors, financial and regulatory sources",
+      "reviews": "commercial claims in others' work on request",
+      "escalates_to": "ecosystem chief-of-staff (money and legal go to founder)",
+      "template": "[[coo]]",
+      "notes": "On demand."
+    },
+    {
+      "id": "operations-finance-lead",
+      "name": "Operations and Finance Lead",
+      "occupant": "agent",
+      "tier": "frontier",
+      "functions": [
+        "F10 administer accounts, vendors, contracts, renewals and access",
+        "F9 spend tracking and budgets"
+      ],
+      "decides": [
+        "keeping the spend register current from statements",
+        "flagging renewals, duplicates and unused subscriptions",
+        "moving existing commitments to the business card or account",
+        "budget-versus-actual reports"
+      ],
+      "research": "vendor pricing, plans and terms; banking and expense tools",
+      "reviews": "cost and terms of proposed dependencies",
+      "escalates_to": "founder for any new expense, plan upgrade, cancellation of an in-use service, or terms",
+      "template": "[[coo]]",
+      "notes": "Never signs in to bank or billing accounts; works from exported statements. Business only; personal finances are separate."
+    }
+  ],
+  "model_chains": {
+    "note": "Ordered by capability; setup tools pick the first available and fall back on credit or quota errors (ratified model-tier rules). Names change with plans; detection is authoritative. Measured 2026-10-15 in Cursor: only Grok and Composer available until the plan resets on 2026-10-20.",
+    "frontier-judgment": {
+      "claude-code": [
+        "claude-opus-5-5",
+        "claude-fable-5-1"
+      ],
+      "cursor": [
+        "claude-fable-5-1-thinking-high",
+        "claude-sonnet-5-5-high",
+        "claude-opus-5-5-medium",
+        "gemini-4-argon-medium",
+        "auto"
+      ]
+    },
+    "workhorse-coding": {
+      "cursor": [
+        "grok-4.7-high-fast",
+        "cursor-grok-4.6-high-fast",
+        "composer-2.5-fast",
+        "claude-sonnet-5-5-high",
+        "auto"
+      ]
+    },
+    "review-panel": "two model families: first available frontier-judgment model plus grok-4.7-high-fast; gemini-4-argon-medium as the alternate second family"
+  }
+}

package/governance/venture-template/roles/ceo.md

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+---
+type: venture-template-role
+ai-model: claude
+role: ceo
+primary-pillar: company-wide
+secondary-pillars: [product, brand, business]
+source: hybrid
+created: 2026-05-14
+last-reviewed: 2026-05-14
+authorship: hybrid
+authors: [the author, Claude]
+ip-sensitivity: normal
+scope: global
+scope-entity: "[[everything-ecosystem]]"
+tags: [venture-template, role, ceo, executive, cross-pillar, 2026-05-14]
+canonical-for: "ceo-role-reference"
+related:
+  - "[[governance/venture-template/index]]"
+  - "[[governance/venture-template/roles/README]]"
+---
+
+# CEO — Chief Executive
+
+> **Purpose:** Cross-pillar lead. Sets direction across Product, Brand, and Business; makes the highest-stakes calls; hires + manages the pillar leads; represents the company externally.
+
+---
+
+## Primary pillar + secondary pillars
+
+- **Primary pillar:** Company-wide. The CEO doesn't sit under any one pillar; the CEO orchestrates across all three.
+- **Secondary pillars:** Product, Brand, Business (all of them — the CEO has equity in each).
+
+This is structurally distinct from pillar leads (CTO, CMO, COO), who sit *under* their pillar. The CEO sits *above*.
+
+---
+
+## Typical responsibilities
+
+### Strategy + direction
+- Sets the company's mission, vision, and values
+- Decides which versions to ship, in what order
+- Makes the cross-pillar tradeoff calls (e.g., "we're slowing Product to invest in Brand for this quarter")
+- Owns the annual planning cycle + OKRs
+- Owns the strategic narrative the company tells itself and the world
+
+### People
+- Hires the pillar leads (CTO, CMO, COO, etc.)
+- Manages pillar leads' performance + compensation
+- Owns the cultural tone of the company
+- Final escalation for any cross-pillar people issue
+
+### External
+- Primary face to investors + board
+- Primary face to press + analysts (for substantive moments)
+- Primary face to top-tier partners + customers
+- Owns the company's external narrative (often in partnership with CMO / Brand pillar)
+
+### Capital
+- Owns fundraising (with CFO support)
+- Owns the relationship with investors + board
+- Sets capital allocation across pillars
+
+### Crisis
+- Final escalation for incident response (when the incident is company-existential)
+- Final escalation for legal + regulatory crises
+- Decision-maker for company-existential pivots, sunsets, or sales
+
+---
+
+## Typical deliverables
+
+The CEO sponsors many deliverables that other roles author. The CEO is the *accountable owner*, even when not the author.
+
+- **Mission, Vision, Values** — often in a `company/mvv.md` or equivalent
+- **Strategic plan** — annual, often quarterly-updated
+- **OKRs** — company-level OKRs cascading to pillar OKRs
+- **Board materials** — board decks, update emails, in-person presentations
+- **All-hands narrative** — the story the CEO tells the company every all-hands
+- **Fundraising materials** — pitch deck, data room, investor narrative (with CFO + CMO support)
+- **Press + analyst briefings** — major narrative arcs the CEO personally delivers
+- **Cross-pillar tradeoff decisions** — captured as decision memos when the call is large enough
+- **Hiring rubric** — for the company overall + for executive roles
+- **Compensation philosophy** — overlap with CPO when present; CEO owns when not
+
+---
+
+## Reporting + collaboration patterns
+
+### Reports to
+- **The board** — the CEO's only formal reporting line in most companies
+- (Pre-board) the cap table / lead investors
+
+### Reports to the CEO
+- All pillar leads (CTO, CMO, COO, CFO, GC, CRO, CPO, etc.)
+- Chief of Staff (where present)
+- Direct ICs the CEO works closely with (executive assistant, sometimes a strategy lead)
+
+### Collaborates with
+- **Co-founders** — peer relationship, not reporting. Often the most important collaboration.
+- **Investors / board members** — outside formal reporting, deep collaboration
+- **Advisors** — domain-specific guidance
+- **Customer / partner executives** — peer-to-peer external relationships
+
+---
+
+## Stage variations
+
+### Pre-product / founder stage
+- "CEO" is often a courtesy title — the founder plays CEO + CTO + CMO + COO simultaneously
+- Deliverables are minimal; the work is product + capital
+- The CEO role is mostly external (raising, recruiting, narrative-building)
+
+### Early-stage (post-launch, pre-PMF)
+- CEO actively hiring pillar leads (CTO first, often; then either CMO or COO depending on the company)
+- Still doing significant pillar-lead work directly
+- Board forming (or formed); board meetings start
+- Strategic plan starts to take real shape
+
+### Growth-stage (post-PMF, scaling)
+- CEO has formal pillar leads in place
+- CEO's job shifts from doing pillar work to orchestrating pillar leads
+- Significant time on fundraising + investor relations
+- Significant time on company-wide processes (planning, comp, hiring)
+
+### Mature-stage
+- CEO is mostly external + capital + strategic
+- Pillar leads run their pillars with high autonomy
+- CEO's biggest leverage points are pillar-lead hiring + cross-pillar tradeoffs
+- Significant time on board governance + (potentially) IPO / M&A readiness
+
+---
+
+## Methodology mechanisms that touch the CEO role
+
+### Skills
+- **`ceo-role` skill** (to author) — auto-loads on cross-pillar decisions, strategic-plan work, board-materials authoring. Provides context on what a CEO is responsible for + how to think about cross-pillar tradeoffs.
+- **`cross-pillar-tradeoff` skill** (to author) — auto-loads when the conversation surfaces a cross-pillar tradeoff. Frames it as a CEO-level decision.
+
+### Hooks
+- **None specific to CEO role.** CEO-level decisions are conversation-driven; no lifecycle event triggers them.
+
+### Selective slash commands
+- **`/ceo-review`** (candidate) — gstack-parallel command. Reads this file as context; reviews current project state from a CEO perspective (mission/strategy alignment, cross-pillar coordination, capital allocation, external readiness). Best surfaced as a button in the per-project orchestration HTML.
+- **`/strategic-plan`** (candidate) — drafts or updates a company strategic plan based on current state.
+
+---
+
+## What the CEO is NOT responsible for
+
+The CEO role is broad but not unlimited. To preserve the pillar lead model:
+
+- **Day-to-day Product execution.** That's the CTO's job. The CEO sets direction and reviews progress; the CTO runs the team.
+- **Day-to-day Brand execution.** That's the CMO's job.
+- **Day-to-day Business operations.** That's the COO's (or CFO/CRO/CPO's, depending on split).
+- **Technical architecture decisions.** Even if the CEO is technical, architecture decisions are the CTO's domain. The CEO sets product direction; the CTO decides how to build.
+
+When a CEO *does* directly own pillar-lead work (early-stage; pillar lead vacancy), that's a temporary state — the CEO is filling a role until the pillar lead is hired.
+
+---
+
+## Status
+
+- **2026-05-14:** Initial authoring. Skills + commands listed as candidates but not yet authored. Will refine as methodology mechanisms accumulate.

package/governance/venture-template/roles/chief-of-staff.md

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+---
+type: venture-template-role
+ai-model: claude
+role: chief-of-staff
+primary-pillar: company-wide
+secondary-pillars: [product, brand, business]
+source: hybrid
+created: 2026-05-14
+last-reviewed: 2026-05-14
+authorship: hybrid
+authors: [the author, Claude]
+ip-sensitivity: normal
+scope: global
+scope-entity: "[[everything-ecosystem]]"
+tags: [venture-template, role, chief-of-staff, cross-pillar-orchestrator, 2026-05-14]
+canonical-for: "chief-of-staff-role-reference"
+related:
+  - "[[governance/venture-template/index]]"
+  - "[[governance/venture-template/roles/ceo]]"
+---
+
+# Chief of Staff
+
+> **Purpose:** The CEO's force multiplier. A cross-pillar orchestrator who handles the work the CEO would do if they had more bandwidth — strategic projects, executive operations, cross-functional coordination, sensitive communications.
+
+---
+
+## Primary pillar + secondary pillars
+
+- **Primary pillar:** Company-wide. The Chief of Staff doesn't sit under any pillar; like the CEO, they orchestrate across all three.
+- **Secondary pillars:** Whatever the CEO is most focused on at the moment — often all three, with rotating emphasis.
+
+---
+
+## Typical responsibilities
+
+The Chief of Staff role is highly variable; the responsibilities depend on what the CEO most needs amplified. Common patterns:
+
+### Executive operations
+- Owning the CEO's planning cadence (annual, quarterly, weekly)
+- Running staff meetings / executive operations
+- Owning OKR rollout + tracking
+- Preparing CEO for board meetings, all-hands, major customer calls
+- Managing the CEO's calendar strategy (not booking — strategic prioritization)
+
+### Cross-functional projects
+- Owning projects that span pillars and don't have a natural owner
+- Driving initiatives the CEO sponsors but doesn't have time to run personally
+- Coordinating across executive team members on cross-pillar tradeoffs
+- Often: M&A diligence, strategic partnerships, major hiring sprints
+
+### Communications + narrative
+- Drafting CEO communications (internal + external)
+- Owning the all-hands cadence + format
+- Coordinating exec team comms
+- Internal narrative consistency
+
+### Information flow
+- Ensuring the CEO has the information they need to make decisions
+- Synthesizing reports from pillar leads
+- Surfacing patterns + issues that aren't visible to any single pillar lead
+- "Translator" between exec team members when communication is sub-optimal
+
+### Special projects
+- Whatever the CEO needs done that isn't covered by an existing role
+
+---
+
+## Typical deliverables
+
+Chief of Staff deliverables vary, but common ones:
+
+- **Operating cadence document** — how the company runs (meeting schedules, OKR cadence, planning cycle)
+- **Executive team operating model** — how the exec team works together
+- **Board meeting prep package** — the materials the board needs for each meeting
+- **All-hands deck + script** — recurring authoring
+- **OKR rollout + tracking** — quarterly OKR cycle outputs
+- **Strategic project plans** — for whatever cross-pillar projects the role is currently running
+- **Decision memos** — capturing significant CEO decisions for the record
+- **Synthesis reports** — pulling insights across pillars for CEO consumption
+
+---
+
+## Reporting + collaboration patterns
+
+### Reports to
+- [[ceo|CEO]] (the role exists to serve the CEO directly)
+
+### Reports to the Chief of Staff
+- Often no direct reports
+- Sometimes: executive assistant, internal comms manager, OKR program manager
+- Occasionally: a small "office of the CEO" team
+
+### Collaborates with
+- **CEO** (most important — daily collaboration)
+- **All pillar leads** (peer-ish; the role has CEO authority by extension but no formal authority over pillar leads)
+- **Board** (often the primary information conduit between board + CEO between meetings)
+- **Senior leadership team** (across all pillars)
+
+---
+
+## Stage variations
+
+### Pre-CoS-role
+- Most companies don't have a Chief of Staff until at least Series B / 50-100 person scale
+- Before then: the CEO does CoS work directly OR a senior leader plays CoS-flavored work part-time
+
+### Early CoS role
+- Often the role is "Special Projects" or "Strategy" before "Chief of Staff" formalizes
+- Scope is narrow: one or two cross-pillar projects + meeting prep
+- Title may be "Director of Strategy + Operations" or "Senior Manager, CEO Office"
+
+### Mature CoS role
+- Full Chief of Staff scope: exec ops, cross-functional projects, comms, info flow
+- Often pre-pillar-lead role for ambitious operators (CoS → COO or CoS → BU GM is a common path)
+- Direct reports may grow into a small team
+
+### Post-CoS transition
+- The role often has a 2-3 year tenure expectation
+- Path forward: pillar lead role internally (most common), or COO / GM elsewhere
+- Some CoS roles are perpetual; depends on company size and CEO preference
+
+---
+
+## Methodology mechanisms that touch the Chief of Staff role
+
+### Skills
+- **`chief-of-staff` skill** (to author) — auto-loads on cross-functional project planning, executive ops, CEO comms drafting.
+- **`stakeholder-update` skill** (to author / exists in some form) — invoked when drafting executive communications.
+- **`cross-pillar-tradeoff` skill** (to author) — invoked when surfacing tradeoffs that need CEO resolution.
+
+### Hooks
+- None specific. CoS work is conversation-driven.
+
+### Selective slash commands
+- **`/all-hands-prep`** (candidate) — composes all-hands materials from project state.
+- **`/board-prep`** (candidate) — composes board meeting prep package.
+- **`/synthesis`** (candidate) — synthesizes pillar-lead reports into a CEO-consumable summary.
+
+---
+
+## What the Chief of Staff is NOT
+
+- **A second CEO.** The CoS has CEO authority by extension on specific delegated work; the CoS does not have CEO authority generally. Pillar leads report to the CEO, not the CoS.
+- **A pillar lead.** The CoS works across pillars but doesn't own one. (When a CoS transitions to a pillar lead role, that's a different role.)
+- **A note-taker.** Some CEOs misuse the CoS role as glorified executive assistant. The CoS is a senior strategic role.
+- **A backchannel.** Some companies misuse the CoS role as a way to circumvent direct CEO-to-team conversation. This creates dysfunction. The CoS amplifies CEO bandwidth; doesn't replace direct CEO conversation.
+
+---
+
+## Status
+
+- **2026-05-14:** Initial authoring. The role is highly variable across companies; this template captures the most common patterns.

package/governance/venture-template/roles/cmo.md

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+---
+type: venture-template-role
+ai-model: claude
+role: cmo
+primary-pillar: brand
+secondary-pillars: [business]
+source: hybrid
+created: 2026-05-14
+last-reviewed: 2026-05-14
+authorship: hybrid
+authors: [the author, Claude]
+ip-sensitivity: normal
+scope: global
+scope-entity: "[[everything-ecosystem]]"
+tags: [venture-template, role, cmo, executive, brand-pillar-lead, 2026-05-14]
+canonical-for: "cmo-role-reference"
+related:
+  - "[[governance/venture-template/index]]"
+  - "[[governance/venture-template/pillars/brand]]"
+  - "[[governance/venture-template/roles/ceo]]"
+---
+
+# CMO — Chief Marketing Officer
+
+> **Purpose:** Brand pillar lead. Owns the company's identity, narrative, and how the company shows up in the world. Sponsors the brand expressions (marketing, content, community, PR, brand-led products) that connect the company to its audience.
+
+Some companies use "Chief Brand Officer," "Chief Creative Officer," or simply "Head of Marketing" for what is structurally the CMO role. The title varies; the responsibility is consistent: own how the company shows up.
+
+---
+
+## Primary pillar + secondary pillars
+
+- **Primary pillar:** Brand. The CMO is the Brand pillar's executive owner.
+- **Secondary pillars:** Business (marketing as commercial growth; sales collateral; partnership-marketing; PR-for-business).
+
+---
+
+## Typical responsibilities
+
+### Brand direction
+- Owns brand identity (in partnership with creative direction): visual + verbal identity, narrative, voice
+- Owns brand evolution across product versions (foreshadowing discipline, version-identities)
+- Owns brand consistency across surfaces (web, app, marketing, PR, partner materials)
+- Final escalation for brand decisions
+
+### Marketing organization
+- Hires VP Marketing, Brand Director, Content Lead, Community Lead, PR Lead
+- Sets marketing strategy (positioning, segmentation, channels)
+- Owns the marketing budget allocation
+- Owns the marketing org's compensation + structure
+
+### External narrative
+- Primary owner of the company's external narrative (with CEO partnership)
+- Owns major narrative arcs (launch narratives, repositioning, milestone framing)
+- Owns press strategy (with CEO partnership for substantive interviews)
+- Owns analyst relations (when applicable)
+
+### Audience + market
+- Owns audience definition + segmentation
+- Owns market positioning (where the company sits in its competitive landscape)
+- Owns customer / audience research (often shared with Product)
+- Owns the company's relationship with its community + earliest adopters
+
+---
+
+## Typical deliverables
+
+The CMO sponsors many deliverables; direct authorship varies by company size.
+
+- **Brand strategy document** — multi-year brand direction; positioning, audience, voice; updated annually
+- **Brand guidelines** — visual + verbal identity rules; exportable to partners + vendors
+- **Brand identity** ([[../pillars/brand|see Brand pillar Tier 1]]) — canonical for visual identity
+- **Brand voice** — canonical for verbal identity
+- **Marketing plan** — annual + quarterly marketing strategy
+- **Campaign briefs** — for major brand campaigns
+- **Narrative arc documents** — launch narratives, milestone framing
+- **Press strategy** — annual press calendar + reactive playbook
+- **Foreshadowing audit** (per [[../../skills/version-identity/SKILL|version-identity skill]]) — V[N] → V[N+1] persona evolution
+- **Community programs** — when community is brand-led
+- **Brand-pillar product specs** — for any Brand-pillar products (podcast, events, etc.)
+
+---
+
+## Reporting + collaboration patterns
+
+### Reports to
+- [[ceo|CEO]]
+
+### Reports to the CMO
+- VP Marketing (most often)
+- Brand Director
+- Creative Director
+- Content Lead / VP Content
+- Communications Director
+- Community Lead / VP Community
+- PR Lead
+
+### Collaborates with
+- **[[cto|CTO]] / Product pillar lead** — design system imports (Brand → Product); developer-facing brand consistency
+- **[[coo|COO]] / Business pillar lead** — sales collateral; partnership marketing; commercial campaign coordination
+- **CEO** — strategic narrative + major external moments
+- **PM organization** — product launches, messaging, value-prop alignment
+- **Design organization** — brand designers report up through Marketing; product designers report up through Product; design system is the shared artifact
+
+---
+
+## Stage variations
+
+### Pre-product / founder stage
+- "CMO" usually doesn't exist as a title; a founder plays the marketing role
+- Brand identity is hypothesis-level (one logo, one voice sample)
+- The work is positioning + initial narrative
+- Major decisions: name, primary brand colors, voice register hypothesis
+
+### Early-stage (post-launch, pre-PMF)
+- First marketing hires (often a single Marketing Lead or VP Marketing before formal CMO)
+- Brand identity solidifies; first published brand guidelines
+- Launch campaigns; first PR
+- Audience definition gets sharpened by real-customer feedback
+
+### Growth-stage (post-PMF, scaling)
+- CMO hire is typical here (when marketing scope outgrows founder bandwidth)
+- Marketing org structures (acquisition, content, brand, community, PR)
+- Brand becomes load-bearing: V[N] → V[N+1] foreshadowing discipline kicks in
+- First Brand-pillar products may emerge (newsletter, podcast, conference)
+
+### Mature-stage
+- CMO is mostly strategic + external + executive
+- Marketing runs through VP Marketing + functional leads
+- CMO's biggest leverage points: major narrative arcs, brand-pillar product strategy, executive comms
+- Significant time on long-arc brand evolution (5+ year horizons)
+
+---
+
+## Methodology mechanisms that touch the CMO role
+
+### Skills
+- **`cmo-role` skill** (to author) — auto-loads on brand strategy work, narrative authoring, foreshadowing audits.
+- **`brand-pillar` skill** (to author) — auto-loads on Brand-pillar work; CMO is the pillar lead.
+- **`version-identity` skill** ([[../../skills/version-identity/SKILL|existing]]) — invoked when authoring version-identities for a new version's persona; CMO is the natural sponsor.
+- **`foreshadowing-audit` skill** (to author) — V[N] → V[N+1] persona-evolution check; CMO-sponsored.
+
+### Hooks
+- **`pre-commit` hook** — brand-load-bearing files (wordmark, brand tokens, voice copy) surfaced for explicit confirmation. CMO awareness when brand-load-bearing files ship.
+- **`pre-deploy` hook** — gates on brand assets being present + correctly loaded (per the v3.2 amendment about explicit font loading).
+
+### Selective slash commands
+- **`/cmo-review`** (candidate) — reads this file + the project's brand identity + voice + foreshadowing inventory; produces a CMO-perspective review.
+- **`/foreshadowing-audit`** (candidate) — runs the V[N] → V[N+1] check on demand.
+
+---
+
+## What the CMO is NOT responsible for
+
+- **Product direction.** That's CEO + CTO + PM organization. CMO contributes positioning + audience input; doesn't own what to build.
+- **Sales execution.** That's the CRO / VP Sales. CMO provides collateral + positioning; doesn't run the sales motion day-to-day.
+- **Pricing strategy.** That's COO / CFO + CEO. CMO contributes positioning input (what the brand can charge for); doesn't own pricing.
+- **Engineering execution.** That's CTO. CMO consumes Product surfaces via brand consistency review; doesn't build them.
+- **Day-to-day social posts.** That's the team's social media manager. CMO sets voice + strategy; not every post.
+
+---
+
+## Status
+
+- **2026-05-14:** Initial authoring. Skills + commands listed as candidates but not yet authored.