[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"skill:01M7B01M5SWFWR08E8F96X145E":3,"skill-same:01M7B01M5SWFWR08E8F96X145E":61},{"skillNo":4,"name":5,"nameZh":6,"description":7,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":16,"categories":17,"keywords":18,"publishedAt":19,"linkOnly":20,"markdownContent":21,"markdownBody":22,"frontMatter":23,"refName":31,"commitSha":32,"skillDirectory":33,"forksCount":14,"repositoryHtmlUrl":34,"repositoryHomepageUrl":6,"ownerHtmlUrl":35,"ownerBlogUrl":6,"ownerDescription":6,"updatedAt":36,"install":37,"resources":50},"01M7B01M5SWFWR08E8F96X145E","board-deck-builder",null,"Assembles comprehensive board and investor update decks by pulling perspectives from all C-suite roles. Use when preparing board meetings, investor updates, quarterly business reviews, or fundraising narratives. Covers structure, narrative framework, bad news delivery, and common mistakes.","Bhomik04\u002Fava-","Bhomik04","https:\u002F\u002Favatars.githubusercontent.com\u002Fu\u002F110253138?v=4","01M7AZ8PC968MDM5Y1W13JHHBN","bhomik goyal","01M7AZ8PDERKY1AFG9VZ8J0WSX",0,"MIT","https:\u002F\u002Fgithub.com\u002FBhomik04\u002Fava-\u002Fblob\u002Fmain\u002Fskills\u002Fimported\u002Fclaude-skills\u002Fc-level-advisor\u002Fskills\u002Fboard-deck-builder\u002FSKILL.md",[],[],"2026-11-15 14:19:17",false,"---\nname: \"board-deck-builder\"\ndescription: \"Assembles comprehensive board and investor update decks by pulling perspectives from all C-suite roles. Use when preparing board meetings, investor updates, quarterly business reviews, or fundraising narratives. Covers structure, narrative framework, bad news delivery, and common mistakes.\"\nlicense: MIT\nmetadata:\n  version: 1.0.0\n  author: Alireza Rezvani\n  category: c-level\n  domain: board-governance\n  updated: 2026-03-05\n  frameworks: deck-frameworks, board-deck-template\n---\n\n# Board Deck Builder\n\nBuild board decks that tell a story — not just show data. Every section has an owner, a narrative, and a \"so what.\"\n\n## Keywords\nboard deck, investor update, board meeting, board pack, investor relations, quarterly review, board presentation, fundraising deck, investor deck, board narrative, QBR, quarterly business review\n\n## Quick Start\n\nAsk for a board deck in natural language, naming cadence and stage:\n\n> \"Build a quarterly board deck — we're Series A.\"\n> \"Draft a fundraising board deck for a seed-stage company.\"\n\nProvide available metrics. The builder fills gaps with explicit placeholders — never invents numbers.\n\n## Deck Structure (Standard Order)\n\nEvery section follows: **Headline → Data → Narrative → Ask\u002FNext**\n\n### 1. Executive Summary (CEO)\n**3 sentences. No more.**\n- Sentence 1: State of the business (where we are)\n- Sentence 2: Biggest thing that happened this period\n- Sentence 3: Where we're going next quarter\n\n*Bad:* \"We had a good quarter with lots of progress across all areas.\"\n*Good:* \"We closed Q3 at $2.4M ARR (+22% QoQ), signed our largest enterprise contract, and enter Q4 with 14-month runway. The strategic shift to mid-market is working — ACV up 40% and sales cycle down 3 weeks. Q4 priority: close the $3M Series A and hit $2.8M ARR.\"\n\n### 2. Key Metrics Dashboard (COO)\n**6-8 metrics max. Use a table.**\n\n| Metric | This Period | Last Period | Target | Status |\n|--------|-------------|-------------|--------|--------|\n| ARR | $2.4M | $1.97M | $2.3M | ✅ |\n| MoM growth | 8.1% | 7.2% | 7.5% | ✅ |\n| Burn multiple | 1.8x | 2.1x | \u003C2x | ✅ |\n| NRR | 112% | 108% | >110% | ✅ |\n| CAC payback | 11 months | 14 months | \u003C12 months | ✅ |\n| Headcount | 24 | 21 | 25 | 🟡 |\n\nPick metrics the board actually tracks. Swap out anything they've said they don't care about.\n\n### 3. Financial Update (CFO)\n- P&L summary: Revenue, COGS, Gross margin, OpEx, Net burn\n- Cash position and runway (months)\n- Burn multiple trend (3-quarter view)\n- Variance to plan (what was different and why)\n- Forecast update for next quarter\n\n**One sentence on each variance.** Boards hate \"revenue was below target\" with no explanation. Say why.\n\n### 4. Revenue & Pipeline (CRO)\n- ARR waterfall: starting → new → expansion → churn → ending\n- NRR and logo churn rates\n- Pipeline by stage (in $, not just count)\n- Forecast: next quarter with confidence level\n- Top 3 deals: name\u002Famount\u002Fclose date\u002Frisk\n\n**The forecast must have a confidence level.** \"We expect $2.8M\" is weak. \"High confidence $2.6M, upside to $2.9M if two late-stage deals close\" is useful.\n\n### 5. Product Update (CPO)\n- Shipped this quarter: 3-5 bullets, user impact for each\n- Shipping next quarter: 3-5 bullets with target dates\n- PMF signal: NPS trend, DAU\u002FMAU ratio, feature adoption\n- One key learning from customer research\n\n**No feature lists.** Only features with evidence of user impact.\n\n### 6. Growth & Marketing (CMO)\n- CAC by channel (table)\n- Pipeline contribution by channel ($)\n- Brand\u002Fawareness metrics relevant to stage (traffic, share of voice)\n- What's working, what's being cut, what's being tested\n\n### 7. Engineering & Technical (CTO)\n- Delivery velocity trend (last 4 quarters)\n- Tech debt ratio and plan\n- Infrastructure: uptime, incidents, cost trend\n- Security posture (one line, flag anything pending)\n\n**Keep this short unless there's a material issue.** Boards don't need sprint details.\n\n### 8. Team & People (CHRO)\n- Headcount: actual vs plan\n- Hiring: offers out, pipeline, time-to-fill trend\n- Attrition: regrettable vs non-regrettable\n- Engagement: last survey score, trend\n- Key hires this quarter, key open roles\n\n### 9. Risk & Security (CISO)\n- Security posture: status of critical controls\n- Compliance: certifications in progress, deadlines\n- Incidents this quarter (if any): impact, resolution, prevention\n- Top 3 risks and mitigation status\n\n### 10. Strategic Outlook (CEO)\n- Next quarter priorities: 3-5 items, ranked\n- Key decisions needed from the board\n- Asks: budget, introductions, advice, votes\n\n**The \"asks\" slide is the most important.** Be specific. \"We'd like 3 warm introductions to CFOs at Series B companies\" beats \"any help would be appreciated.\"\n\n### 11. Appendix\n- Detailed financial model\n- Full pipeline data\n- Cohort retention charts\n- Customer case studies\n- Detailed headcount breakdown\n\n---\n\n## Narrative Framework\n\nBoards see 10+ decks per quarter. Yours needs a through-line.\n\n**The 4-Act Structure:**\n1. **Where we said we'd be** (last quarter's targets)\n2. **Where we actually are** (honest assessment)\n3. **Why the gap exists** (one cause per variance, not excuses)\n4. **What we're doing about it** (specific, dated actions)\n\nThis works for good news AND bad news. It's credible because it acknowledges reality.\n\n**Opening frame:** Start with the one thing that matters most — the board should know the key message by slide 3, not slide 30.\n\n---\n\n## Delivering Bad News\n\nNever bury it. Boards find out eventually. Finding out late makes it worse.\n\n**Framework:**\n1. **State it plainly** — \"We missed Q3 ARR target by $300K (12% gap)\"\n2. **Own the cause** — \"Primary driver was longer-than-expected sales cycle in enterprise segment\"\n3. **Show you understand it** — \"We analyzed 8 lost\u002Fstalled deals; the pattern is X\"\n4. **Present the fix** — \"We've made 3 changes: [specific, dated changes]\"\n5. **Update the forecast** — \"Revised Q4 target is $2.6M; here's the bottom-up build\"\n\n**What NOT to do:**\n- Don't lead with good news to soften bad news — boards notice and distrust the framing\n- Don't explain without owning — \"market conditions\" is not a cause, it's a context\n- Don't present a fix without data behind it\n- Don't show a revised forecast without showing your assumptions\n\n---\n\n## Common Board Deck Mistakes\n\n| Mistake | Fix |\n|---------|-----|\n| Too many slides (>25) | Cut ruthlessly — if you can't explain it in the room, the slide is wrong |\n| Metrics without targets | Every metric needs a target and a status |\n| No narrative | Data without story forces boards to draw their own conclusions |\n| Burying bad news | Lead with it, own it, fix it |\n| Vague asks | Specific, actionable, person-assigned asks only |\n| No variance explanation | Every gap from target needs one-sentence cause |\n| Stale appendix | Appendix is only useful if it's current |\n| Designing for the reader, not the room | Decks are presented — they must work spoken aloud |\n\n---\n\n## Cadence Notes\n\n**Quarterly (standard):** Full deck, all sections, 20-30 slides. Sent 48 hours in advance.\n**Monthly (for early-stage):** Condensed — metrics dashboard, financials, pipeline, top risks. 8-12 slides.\n**Fundraising:** Opens with market\u002Fvision, closes with ask. See `references\u002Fdeck-frameworks.md` for Sequoia format.\n\n## References\n- `references\u002Fdeck-frameworks.md` — SaaS board pack format, Sequoia structure, investor tailoring\n- `templates\u002Fboard-deck-template.md` — fill-in template for complete board decks\n","# Board Deck Builder\n\nBuild board decks that tell a story — not just show data. Every section has an owner, a narrative, and a \"so what.\"\n\n## Keywords\nboard deck, investor update, board meeting, board pack, investor relations, quarterly review, board presentation, fundraising deck, investor deck, board narrative, QBR, quarterly business review\n\n## Quick Start\n\nAsk for a board deck in natural language, naming cadence and stage:\n\n> \"Build a quarterly board deck — we're Series A.\"\n> \"Draft a fundraising board deck for a seed-stage company.\"\n\nProvide available metrics. The builder fills gaps with explicit placeholders — never invents numbers.\n\n## Deck Structure (Standard Order)\n\nEvery section follows: **Headline → Data → Narrative → Ask\u002FNext**\n\n### 1. Executive Summary (CEO)\n**3 sentences. No more.**\n- Sentence 1: State of the business (where we are)\n- Sentence 2: Biggest thing that happened this period\n- Sentence 3: Where we're going next quarter\n\n*Bad:* \"We had a good quarter with lots of progress across all areas.\"\n*Good:* \"We closed Q3 at $2.4M ARR (+22% QoQ), signed our largest enterprise contract, and enter Q4 with 14-month runway. The strategic shift to mid-market is working — ACV up 40% and sales cycle down 3 weeks. Q4 priority: close the $3M Series A and hit $2.8M ARR.\"\n\n### 2. Key Metrics Dashboard (COO)\n**6-8 metrics max. Use a table.**\n\n| Metric | This Period | Last Period | Target | Status |\n|--------|-------------|-------------|--------|--------|\n| ARR | $2.4M | $1.97M | $2.3M | ✅ |\n| MoM growth | 8.1% | 7.2% | 7.5% | ✅ |\n| Burn multiple | 1.8x | 2.1x | \u003C2x | ✅ |\n| NRR | 112% | 108% | >110% | ✅ |\n| CAC payback | 11 months | 14 months | \u003C12 months | ✅ |\n| Headcount | 24 | 21 | 25 | 🟡 |\n\nPick metrics the board actually tracks. Swap out anything they've said they don't care about.\n\n### 3. Financial Update (CFO)\n- P&L summary: Revenue, COGS, Gross margin, OpEx, Net burn\n- Cash position and runway (months)\n- Burn multiple trend (3-quarter view)\n- Variance to plan (what was different and why)\n- Forecast update for next quarter\n\n**One sentence on each variance.** Boards hate \"revenue was below target\" with no explanation. Say why.\n\n### 4. Revenue & Pipeline (CRO)\n- ARR waterfall: starting → new → expansion → churn → ending\n- NRR and logo churn rates\n- Pipeline by stage (in $, not just count)\n- Forecast: next quarter with confidence level\n- Top 3 deals: name\u002Famount\u002Fclose date\u002Frisk\n\n**The forecast must have a confidence level.** \"We expect $2.8M\" is weak. \"High confidence $2.6M, upside to $2.9M if two late-stage deals close\" is useful.\n\n### 5. Product Update (CPO)\n- Shipped this quarter: 3-5 bullets, user impact for each\n- Shipping next quarter: 3-5 bullets with target dates\n- PMF signal: NPS trend, DAU\u002FMAU ratio, feature adoption\n- One key learning from customer research\n\n**No feature lists.** Only features with evidence of user impact.\n\n### 6. Growth & Marketing (CMO)\n- CAC by channel (table)\n- Pipeline contribution by channel ($)\n- Brand\u002Fawareness metrics relevant to stage (traffic, share of voice)\n- What's working, what's being cut, what's being tested\n\n### 7. Engineering & Technical (CTO)\n- Delivery velocity trend (last 4 quarters)\n- Tech debt ratio and plan\n- Infrastructure: uptime, incidents, cost trend\n- Security posture (one line, flag anything pending)\n\n**Keep this short unless there's a material issue.** Boards don't need sprint details.\n\n### 8. Team & People (CHRO)\n- Headcount: actual vs plan\n- Hiring: offers out, pipeline, time-to-fill trend\n- Attrition: regrettable vs non-regrettable\n- Engagement: last survey score, trend\n- Key hires this quarter, key open roles\n\n### 9. Risk & Security (CISO)\n- Security posture: status of critical controls\n- Compliance: certifications in progress, deadlines\n- Incidents this quarter (if any): impact, resolution, prevention\n- Top 3 risks and mitigation status\n\n### 10. Strategic Outlook (CEO)\n- Next quarter priorities: 3-5 items, ranked\n- Key decisions needed from the board\n- Asks: budget, introductions, advice, votes\n\n**The \"asks\" slide is the most important.** Be specific. \"We'd like 3 warm introductions to CFOs at Series B companies\" beats \"any help would be appreciated.\"\n\n### 11. Appendix\n- Detailed financial model\n- Full pipeline data\n- Cohort retention charts\n- Customer case studies\n- Detailed headcount breakdown\n\n---\n\n## Narrative Framework\n\nBoards see 10+ decks per quarter. Yours needs a through-line.\n\n**The 4-Act Structure:**\n1. **Where we said we'd be** (last quarter's targets)\n2. **Where we actually are** (honest assessment)\n3. **Why the gap exists** (one cause per variance, not excuses)\n4. **What we're doing about it** (specific, dated actions)\n\nThis works for good news AND bad news. It's credible because it acknowledges reality.\n\n**Opening frame:** Start with the one thing that matters most — the board should know the key message by slide 3, not slide 30.\n\n---\n\n## Delivering Bad News\n\nNever bury it. Boards find out eventually. Finding out late makes it worse.\n\n**Framework:**\n1. **State it plainly** — \"We missed Q3 ARR target by $300K (12% gap)\"\n2. **Own the cause** — \"Primary driver was longer-than-expected sales cycle in enterprise segment\"\n3. **Show you understand it** — \"We analyzed 8 lost\u002Fstalled deals; the pattern is X\"\n4. **Present the fix** — \"We've made 3 changes: [specific, dated changes]\"\n5. **Update the forecast** — \"Revised Q4 target is $2.6M; here's the bottom-up build\"\n\n**What NOT to do:**\n- Don't lead with good news to soften bad news — boards notice and distrust the framing\n- Don't explain without owning — \"market conditions\" is not a cause, it's a context\n- Don't present a fix without data behind it\n- Don't show a revised forecast without showing your assumptions\n\n---\n\n## Common Board Deck Mistakes\n\n| Mistake | Fix |\n|---------|-----|\n| Too many slides (>25) | Cut ruthlessly — if you can't explain it in the room, the slide is wrong |\n| Metrics without targets | Every metric needs a target and a status |\n| No narrative | Data without story forces boards to draw their own conclusions |\n| Burying bad news | Lead with it, own it, fix it |\n| Vague asks | Specific, actionable, person-assigned asks only |\n| No variance explanation | Every gap from target needs one-sentence cause |\n| Stale appendix | Appendix is only useful if it's current |\n| Designing for the reader, not the room | Decks are presented — they must work spoken aloud |\n\n---\n\n## Cadence Notes\n\n**Quarterly (standard):** Full deck, all sections, 20-30 slides. Sent 48 hours in advance.\n**Monthly (for early-stage):** Condensed — metrics dashboard, financials, pipeline, top risks. 8-12 slides.\n**Fundraising:** Opens with market\u002Fvision, closes with ask. See `references\u002Fdeck-frameworks.md` for Sequoia format.\n\n## References\n- `references\u002Fdeck-frameworks.md` — SaaS board pack format, Sequoia structure, investor tailoring\n- `templates\u002Fboard-deck-template.md` — fill-in template for complete board decks\n",{"name":5,"license":15,"metadata":24,"description":7},{"author":25,"domain":26,"updated":27,"version":28,"category":29,"frameworks":30},"Alireza Rezvani","board-governance",1772668800000,"1.0.0","c-level","deck-frameworks, board-deck-template","main","decebbc662d2b278167b2a17d949479cf4cad66d","skills\u002Fimported\u002Fclaude-skills\u002Fc-level-advisor\u002Fskills\u002Fboard-deck-builder","https:\u002F\u002Fgithub.com\u002FBhomik04\u002Fava-","https:\u002F\u002Fgithub.com\u002FBhomik04","2026-08-23 16:08:45",{"source":8,"skillName":5,"commands":38,"prompt":48,"zipAvailable":49},[39,42,45],{"tool":40,"command":41},"npx","npx skills add Bhomik04\u002Fava- --skill board-deck-builder",{"tool":43,"command":44},"bunx","bunx 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