Simulated Board Pressure Test
Stress-tests a proposal from each board seat's incentives, forecasts the vote, and names the changes that would get it approved.
Before & after
Same prompt, same agent — the only difference is the skill.
That's a significant decision with several trade-offs to consider: **For cutting prices:** - Could accelerate growth and hit your number - May attract more customers **Against:** - Erodes margin and revenue quality - Hard to raise prices later - May attract price-sensitive churners - Signals something to the market I'd weigh how important the growth number is versus the long-term impact on unit economics. Consider testing a smaller price change first, or other growth levers. What's driving the pressure to hit the number?
Running /cs:boardroom — this decision spans finance, positioning, and
product, so it gets the 6-phase multi-role deliberation, not one opinion.
PHASE 1 — FRAME
The real question isn't "cut prices?" It's "buy this quarter's growth
number with next year's margin?" Reframed so the tradeoff is explicit.
PHASE 2 — ISOLATED POSITIONS (each role argues before hearing the others,
so the loudest voice doesn't anchor the room)
CFO: A 15% cut needs ~18% more volume just to hold revenue flat. At
current conversion, that volume isn't there this quarter. Margin
down, number still missed.
CMO: Price is a positioning signal. Cutting tells the market we
compete on price, and that's hard to walk back.
CPO: Price-cut customers churn higher. We'd hit the logo number and
miss it on net revenue in two quarters.
PHASE 3 — CRITIC PRE-SCREEN
Strongest counter: if the number is board-critical and a miss triggers a
worse outcome (a down round), short-term math may be worth it. Held for
synthesis, not dismissed.
PHASE 4-5 — CROSS-EXAMINE & SYNTHESIZE
Consensus: don't cut list price. The number is real but a permanent
price cut is the most expensive way to buy it.
PHASE 6 — BOARD MEMO (the output)
Recommendation: Hold price. Hit the gap with a time-boxed annual-
prepay incentive (protects list price, pulls revenue forward) instead
of a cut. If the gap is existential, revisit — but name that
explicitly to the board.
Want the full memo written up for Thursday?About this skill
Find out how your board will react before you walk in. This skill attacks one proposal from the seats that actually sit on a startup board, each with its own incentives.
What it does
- Simulates lead investor, later-stage investor, independent, founder/common, and finance-minded seats
- Surfaces pressure points generic critique misses: preferred vs common divergence, insider-led rounds, signaling, missing downside cases
- Gives each seat's toughest question, likely position, and what would change their mind
- Forecasts the vote and names the smallest changes that win the conditional seats
- Plays one seat live on request so you can rehearse
What you get
A pressure-test report: reactions by seat, weakest points, vote forecast, changes that would make it pass, and who to talk to first.
Best for
Founders taking a financing, budget, pivot, acquisition, or big hire to their board.
SKILL.md preview
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name: boardroom
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