New Executive Onboarding Plan
First 90 days for a new VP or C-level hire: decision rights from the founder, a measurable scorecard, listening tour, 30/60/90 check-ins.
Before & after
Same prompt, same agent — the only difference is the skill.
Setting up AI advisors for your company is a good first step. To give useful advice, they'd need context about your business, such as: - What your company does - Your stage and size - Your goals and challenges - Your financials - Your team and market Providing this context upfront means the advice will be tailored rather than generic. You could write this up in a document the advisors reference. What does your company do? I can start building a profile.
Running /cs:onboard — the founder interview that populates your company context file so every advisor works from the same facts. This is the FIRST command to run; the boardroom and the individual advisors are useless without it. THE 7-DIMENSION SCHEMA (the canonical cs-onboard structure) I'll interview you across: 1. What you do — product, who it's for, the wedge 2. Stage & traction — revenue, growth, key metrics 3. Financials — burn, runway, unit economics 4. Team — size, gaps, who owns what 5. Market — competition, positioning, timing 6. Goals — the next 2-4 quarters, stated concretely 7. Constraints — what you can't or won't do WHY IT'S AN INTERVIEW, NOT A FORM A form gets you vague answers. The interview presses on the soft spots — "you said burn is fine; fine until when, exactly?" — which is where the advisors' value comes from later. WHERE IT GOES Into your company-context file, which every C-suite advisor reads before answering. Set it once; a boardroom deliberation or a CFO question now starts from your real numbers instead of asking you to re-explain. WHEN TO RE-RUN After anything that changes the numbers — a raise, a pivot, a big hire. Stale context produces confidently wrong advice. Ready to start the interview? First question: in one sentence, what does the company do and for whom?
About this skill
Startup executive hires often fail for reasons that have nothing to do with talent: unclear decision rights, a founder who never lets go, an early reorg, or a passed-over teammate. This skill builds the first 90 days to avoid them.
What it does
- Writes a decision-rights table: who decides each thing now, and when it transfers to the new leader
- Sets a measurable scorecard with baselines and day-90 and 12-month targets
- Plans the listening tour, customer calls, raw data review, and one reversible early win
- Schedules the conversation with the internal candidate before the announcement
- Runs 30/60/90 check-ins in both directions, and a conversation-first plan if it is not working
What you get
An onboarding plan with scorecard, decision rights, 30/60/90 phases, key conversations, and check-in questions, from the CEO's side or the new executive's side.
Best for
Founders hiring their first VPs or C-level leaders, and new executives planning their own first 90 days.
SKILL.md preview
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name: executive-onboarding-plan
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