Advisor Council Debate
Five advisors built from your decision's real stakeholders debate it in rounds, keep dissent on record, and land one recommendation.
Before & after
Same prompt, same agent — the only difference is the skill.
That's a big strategic decision. Both directions have pros and cons. Going enterprise means higher deal sizes but longer sales cycles and more support overhead. SMB is faster to close but requires more volume. I think you should consider your current sales team, your product roadmap, and your financial runway. Different companies make this choice differently depending on their circumstances. Have you looked at your customer acquisition cost for each segment? And what does your product differentiation look like in each market? I'd be happy to explore this more if you want to share more details about your situation.
ADVISOR PANEL DEBATE — Market Expansion Decision: ENTERPRISE ADVOCATE: 'Enterprise contracts average 85K annual vs. 8K for SMB. Three accounts replace 30 SMB customers. Your 12-person team cannot support both simultaneously. Choose now. Expand enterprise: hire two enterprise sales reps, build security compliance module (SOC2, HIPAA), extend contract value to 36 months. ROI: 18 months.' GROWTH OPERATOR: 'SMB scales faster. You ship one feature; it multiplies across 100+ accounts. Enterprise stalls on feature requests. Your analytics show SMB cohort retention is 78 percent; enterprise churn is higher. Double SMB: invest in product-led growth, self-serve analytics, lower onboarding friction. ROI: 6 months.' FINANCE LEAD: 'Enterprise is a hedge. SMB revenue is lumpy. One churn event kills three months of SMB growth. Enterprise stabilizes revenue. Risk: 40 percent of enterprise pipelines stall in negotiation.' TECH LEAD: 'Enterprise requires architecture work. Your codebase isn't multi-tenant yet. Estimate 10 weeks before enterprise-ready. SMB can proceed immediately.' CONVERGED RECOMMENDATION: SMB first, parallel enterprise pilot. Prove SMB retention at scale; use that data to justify enterprise investment. Revisit in Q2.
About this skill
Asking one question usually gets one confident answer. This skill convenes a council of advisors with real stakes in your decision, makes them disagree properly, and gives you one recommendation that says which concerns lost and why.
What it does
- Builds advisors from the decision's actual stakeholders, including one who loses from the leading option
- Collects independent positions before any cross-talk, so no one anchors on the first view
- Forces each advisor to attack another's weakest load-bearing assumption
- Keeps dissent on record as a minority report with the signal that would prove it right
- Decides on evidence, not vote count, and names what was overridden
What you get
A positions table, key clashes, a minority report, and one recommendation with the assumption to check first.
Best for
Founders and operators who want real pushback on a pricing, hiring, market, or product decision before committing.
SKILL.md preview
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name: llm-council
description: Run a business decision through a structured council debate inside one conversation - five advisors built from the decision's real stakeholders and incentives, independent positions before any cross-talk, a rebuttal round where each must attack another's weakest assumption, a vote with dissent kept on record, and a final recommendation that names which concerns were overridden and why. Use when the user says "have a council debate this", "argue both sides and decide", "get me five advisors' views on this", "I want the pushback before I commit", "simulate a debate on raising prices", "board of advisors on this decision", or "what am I not seeing here?".
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