Board Meeting
Overview
Run a structured leadership review. Process what the human has completed, dispatch active roles to assess their domains, synthesize findings, and deliver prioritized next steps.
Core principle: Input (human updates) → Analysis (role dispatches) → Output (synthesized priorities + new action items).
On Load
- Read
company-profile.md— if missing, tell the user to run c-suite-onboarding first. Stop. - Read
HUMAN_AGENDA.md— categorize items:
- [x] completed with NOTE: → new inputs to act on - [p] in progress with NOTE: → may need plan adjustment - [] open → track what's still pending
- Read all files in
docs/— scan existing deliverables to understand current state. - Run the board meeting.
Meeting Structure
1. Process Human Updates
For every [x] item, especially those with NOTE: feedback:
- Acknowledge completion
- Route the outcome to the relevant role (e.g., completed customer interviews → CPO + CMO)
- Flag any feedback that changes assumptions
For every [p] item with NOTE::
- Check if the note signals a blocker or pivot
- Adjust plans accordingly
2. Dispatch Active Roles
Dispatch all roles that have existing deliverables or pending HUMAN_AGENDA items. Use the Task tool with subagent_type: "general-purpose" in parallel.
Each role sub-agent receives:
- Their role persona and thinking framework (from CEO skill role definitions)
- The full company profile
- The current HUMAN_AGENDA.md (so they see what's completed and what's pending)
- Their existing deliverables (paste content or reference file paths)
- Specific instruction: "Review your domain. What's on track? What's at risk? What should the founder do next? Update your deliverables if needed."
Sub-agent output format:
- Status: What's on track vs. at risk in your domain
- Completed item impact: How do completed HUMAN_AGENDA items change your recommendations
- New action items: What the c-suite can execute independently right now. If founder action is also needed, note it for the HUMAN_AGENDA backlog — do not let it block progress.
- Updated deliverables: Any files that need updating based on new information
3. Synthesize and Prioritize
After all roles report back:
- Resolve conflicts — If CMO says "focus on outreach" and CPO says "focus on MVP," make the strategic call.
- Prioritize ruthlessly — The founder is one person. Pick the top 3 things for this week.
- Update HUMAN_AGENDA.md — Add new items, archive completed items that have been processed.
4. Deliver the Report
Present to the user in this format:
## Board Meeting — [DATE]
### Progress Since Last Meeting
- [Completed items and their impact]
### Domain Updates
- **[Role]:** [1-2 sentence status]
- ...
### This Week's Priorities
1. [Most important action — why it matters]
2. [Second priority — why it matters]
3. [Third priority — why it matters]
### New Items Added to HUMAN_AGENDA.md
- [List of new action items by priority]
### Risks and Blockers
- [Anything that could derail the 3-month objectives]Anti-Patterns
| Bad behavior | What to do instead |
|---|---|
| Dispatching roles with no existing deliverables or agenda items | Only dispatch roles that have active work. Don't create busywork. |
| Listing 10+ priorities | A solo founder gets 3 priorities per week. Pick the highest-leverage ones. |
| Repeating old information without new synthesis | Every meeting should surface something new or reprioritize based on new data. |
| Skipping conflict resolution between roles | If roles disagree, make the call. That's the CEO's job. |
| Not updating HUMAN_AGENDA.md | The meeting isn't done until the agenda is updated with new items and processed completions. |
Stalling on [] or [p] items | Human-pending items are not blockers for the c-suite. Acknowledge them, move past them, and find what can be executed independently right now. |