ceo-advisor
Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Includes strategy analyzer, financial scenario modeling, board governance frameworks, and investor relations playbooks. Use when planning strategy, preparing board presentations, managing investors, developing organizational culture, making executive decisions, or when user mentions CEO, strategic planning, board meetings, investor updates, organizational leadership, or executive strategy.
66
53%
Does it follow best practices?
Impact
86%
1.68xAverage score across 3 eval scenarios
Passed
No known issues
Optimize this skill with Tessl
npx tessl skill review --optimize ./c-level/ceo-advisor/SKILL.mdQuality
Discovery
100%Based on the skill's description, can an agent find and select it at the right time? Clear, specific descriptions lead to better discovery.
This is a strong skill description that covers all key dimensions well. It provides specific capabilities (strategy analyzer, financial scenario modeling, board governance frameworks), includes a comprehensive 'Use when...' clause with natural trigger terms, and occupies a clearly distinct niche around executive leadership. The description is well-structured and concise while being comprehensive.
| Dimension | Reasoning | Score |
|---|---|---|
Specificity | Lists multiple specific concrete actions and tools: strategy analyzer, financial scenario modeling, board governance frameworks, investor relations playbooks, and specific use cases like preparing board presentations and managing investors. | 3 / 3 |
Completeness | Clearly answers both 'what' (executive leadership guidance with specific tools like strategy analyzer, financial scenario modeling, board governance frameworks) and 'when' (explicit 'Use when...' clause with detailed trigger scenarios and terms). | 3 / 3 |
Trigger Term Quality | Excellent coverage of natural terms users would say: CEO, strategic planning, board meetings, investor updates, organizational leadership, executive strategy, board presentations, managing investors, organizational culture, executive decisions. | 3 / 3 |
Distinctiveness Conflict Risk | Clearly occupies a distinct niche around executive/C-suite leadership with specific triggers like CEO, board meetings, investor updates that are unlikely to conflict with general business or management skills. | 3 / 3 |
Total | 12 / 12 Passed |
Implementation
7%Reviews the quality of instructions and guidance provided to agents. Good implementation is clear, handles edge cases, and produces reliable results.
This skill is an extremely long, generic overview of CEO responsibilities that reads like a business school syllabus rather than actionable guidance for Claude. It explains concepts Claude already knows (stakeholder matrices, pitch deck structures, book lists), provides no executable code or concrete examples, and lacks validation steps in any workflow. The referenced scripts and files could be valuable but are not demonstrated with inputs/outputs.
Suggestions
Remove generic business knowledge Claude already knows (stakeholder matrices, pitch deck structures, book recommendations, daily schedule templates) and focus only on project-specific tools, scripts, and frameworks unique to this skill.
Add concrete input/output examples for the referenced scripts (e.g., show sample `strategy_analyzer.py` invocation with expected output format) so Claude knows exactly what these tools produce and how to use them.
Move the bulk of framework content into the referenced files (e.g., `references/executive_decision_framework.md`) and keep SKILL.md as a concise overview with clear pointers, reducing it to under 80 lines.
Add validation/verification steps to key workflows—e.g., after generating a board package, specify how to verify completeness; after running financial scenarios, specify how to validate assumptions.
| Dimension | Reasoning | Score |
|---|---|---|
Conciseness | Extremely verbose at 400+ lines, mostly listing generic business concepts Claude already knows (stakeholder matrices, pitch deck structures, daily schedules, book recommendations). Very little content earns its place—nearly everything here is common MBA-level knowledge that doesn't need to be spelled out. | 1 / 3 |
Actionability | Despite referencing scripts like `strategy_analyzer.py` and `financial_scenario_analyzer.py`, there is no executable code, no concrete examples of inputs/outputs, and no specific guidance. The content is almost entirely abstract bullet lists and generic frameworks (e.g., 'Define 10-year aspirational future') with no actionable detail. | 1 / 3 |
Workflow Clarity | No multi-step workflows have validation checkpoints or feedback loops. The 'Strategic Planning Cycle' and 'Board Meeting Success' sections list steps but lack any verification, error handling, or concrete sequencing. The decision checklist is a generic list with no process for how to actually execute it. | 1 / 3 |
Progressive Disclosure | References to external files like `references/executive_decision_framework.md` and `references/board_governance_investor_relations.md` are present and one-level deep, which is good. However, the SKILL.md itself is a monolithic wall of text that inlines enormous amounts of content that should be in those reference files, undermining the disclosure structure. | 2 / 3 |
Total | 5 / 12 Passed |
Validation
81%Checks the skill against the spec for correct structure and formatting. All validation checks must pass before discovery and implementation can be scored.
Validation — 9 / 11 Passed
Validation for skill structure
| Criteria | Description | Result |
|---|---|---|
skill_md_line_count | SKILL.md is long (518 lines); consider splitting into references/ and linking | Warning |
metadata_field | 'metadata' should map string keys to string values | Warning |
Total | 9 / 11 Passed | |
- Repository
- majiayu000/claude-skill-registry-data
- Commit
6770aaa
- Reviewed
Table of Contents
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