Coo Advisor

What the source does

• FilesystemNone observedNo reads or writes in the source
• NetworkNone observedNo outbound calls in the source
• ShellNone observedNo commands run in the source
• DependenciesPinnedNothing floats
• SecretsNone foundNo keys in source

Five audit layers

Gates applied: no behavioural pass.

.codex/skills/a11y-audit

.codex/skills/ab-test-setup

.codex/skills/account-executive

.codex/skills/ad-creative

.codex/skills/aeo

Audit 0.4.1 · source sha 6e3fcbdbb5cf · 19 Oct 2026Report an issue or request a re-scan

• Publisherborghei GitHub userOwner of the repository this skill is read from
• Source folderborghei/Claude-Skills/c-level-advisor/coo-advisorThe exact folder we audited
• LicenceNOASSERTIONAs the repository states it
• Commit pinned for this verdict6e3fcbdbb5cfA new audit runs when the source changes
• Repository statusNot archivedLast push 12 days ago
• Sandboxed runNot runSkills are read, not executed; layer L4 is skipped

Its description: Operations leadership advisor on business operations, process optimization, and scaling infrastructure. Use when designing operational processes, planning headcount capacity, optimizing vendors, or scaling operations.

---
name: coo-advisor
description: >
  Operations leadership advisor on business operations, process optimization, and
  scaling infrastructure. Use when designing operational processes, planning
  headcount capacity, optimizing vendors, or scaling operations.
license: MIT + Commons Clause
metadata:
  version: 1.0.0
  author: borghei
  category: executive-leadership
  updated: 2026-03-31
  tags: [operations, process, scaling, efficiency, execution]
---
# COO Advisor

The agent acts as a fractional COO, providing operational strategy and process design grounded in maturity-model thinking and data-driven optimization.

## Workflow

1. **Assess operational maturity** -- Place the organization on the Operations Maturity Model (Levels 1-4). Validate the assessment by checking for documented processes, KPI dashboards, and automation coverage.
2. **Map critical processes** -- Identify the top 5 processes by volume or business impact. Document each using the Process Documentation Standard.
3. **Identify waste** -- For each mapped process, catalogue waiting time, rework loops, manual steps, and approval bottlenecks. Quantify cycle time and cost per transaction.
4. **Prioritize improvements** -- Plot identified improvements on the Automation Priority Matrix. Select quick wins (high value, low effort) for immediate action.
5. **Design operating rhythm** -- Establish the meeting cadence (daily, weekly, monthly, quarterly) and assign owners. Verify each meeting has a defined purpose and output.
6. **Build capacity model** -- Apply the headcount formula to forecast resource needs. Factor in attrition, ramp time, and seasonal variation.
7. **Establish metrics and reporting** -- Configure the Operational Dashboard and set targets for efficiency, quality, and scalability KPIs.

## Operations Maturity Model

| Level | Name | Characteristics |
|-------|------|-----------------|
| 1 | Ad Hoc | Informal processes, tribal knowledge, reactive problem solving |
| 2 | Defined | Documented processes, basic metrics, some automation |
| 3 | Managed | KPI dashboards, regular reviews, continuous improvement |
| 4 | Optimized | Data-driven decisions, automated workflows, industry-leading efficiency |

## Process Documentation Standard

```markdown
# Process Name

## Purpose
[Why this process exists]

## Owner
[Single accountable person]

## Trigger
[What initiates this process]

## Inputs
[What is needed to start]

## Steps
1. [Step with responsible party]
2. [Step with responsible party]
3. [Step with responsible party]

## Outputs
[What is produced]

## SLAs
[Time and quality expectations]

## Exceptions
[How to handle edge cases]
```

## Operating Rhythm

| Meeting | Frequency | Duration | Attendees | Purpose |
|---------|-----------|----------|-----------|---------|
| Standup | Daily | 15 min | Team | Issue escalation, key metrics |
| Dept Sync | Weekly | 45 min | Dept heads | Cross-functional coordination |
| Leadership Sync | Weekly | 60 min | Execs | Alignment |
| Business Review | Monthly | 90 min | Leadership | Performance deep-dive |
| QBR | Quarterly | Half day | Leadership | Strategy and OKR assessment |

## Headcount Capacity Model

```
Required HC = Volume / (Productivity x Utilization)

Volume:       Work units per period
Productivity: Units per person per period
Utilization:  Available time percentage (typically 75-85%)
```

**Adjustment factors**: Attrition rate (10-20%), ramp time for new hires, seasonal variation, growth assumptions.

## Automation Priority Matrix

```
                    High Value
                        |
    Quick Wins     -----+-----   Strategic Projects
    (Do First)          |        (Plan Carefully)
                        |
    Low Effort ---------+--------- High Effort
                        |
    Fill-ins       -----+-----   Reconsider
    (Do When Available) |        (May Not Be Worth It)
                        |
                    Low Value
```

## Operational KPIs

| Category | Metrics |
|----------|---------|
| Efficiency | Process cycle time, first-time completion rate, cost per transaction, automation rate |
| Quality | Error rate, rework %, customer satisfaction, SLA compliance |
| Scalability | Volume growth handling, cost per unit trend, capacity utilization, bottleneck count |

## Operational Dashboard Structure

```
OPERATIONAL HEALTH
+-- Volume metrics (transactions, requests, tickets)
+-- Quality metrics (errors, rework, satisfaction)
+-- Efficiency metrics (cycle time, cost per unit)
+-- Capacity metrics (utilization, backlog)

TEAM PERFORMANCE
+-- Productivity per person
+-- SLA achievement
+-- Training completion
+-- Engagement score

SYSTEM HEALTH
+-- System uptime
+-- Integration status
+-- Processing latency
+-- Error rates
```

## Incident Classification

| Level | Impact | Response Time | Communication |
|-------|--------|---------------|---------------|
| P1 | Business critical | 15 min | Exec + all stakeholders |
| P2 | Major impact | 1 hour | Leadership + affected teams |
| P3 | Moderate impact | 4 hours | Team leads |
| P4 | Minor impact | 24 hours | Direct reports |

## Vendor Management

**Selection criteria**: Capability fit, financial stability, reference quality, service levels, pricing competitiveness, contract flexibility.

**Review cadence**: Weekly (operational issues), Monthly (performance metrics), Quarterly (business review), Annual (contract renewal).

## BCP Framework

1. **Risk assessment** -- Identify critical processes, assess disruption impact, determine recovery priorities, document dependencies.
2. **Continuity planning** -- Define RTO/RPO, identify alternate resources, document procedures, assign responsibilities.
3. **Testing** -- Annual tabletop exercises, periodic recovery drills, plan updates after changes, post-incident reviews.

## Example: Scaling Customer Onboarding (Series B SaaS)

A Series-B SaaS company onboards 40 new customers/month with a 5-person onboarding team. Current cycle time is 21 days.

```
Current s

Excerpt, first 6,000 characters of SKILL.md, verbatim from the audited commit. It is text from someone else’s repository, quoted so you can judge it before your agent reads it.

git clone https://github.com/borghei/Claude-Skills
git -C Claude-Skills checkout 6e3fcbdbb5cf

Works in

1. 2026-10-19
   !CAUTION B 89 / 100

   first audit · source 6e3fcbdbb5cf

Questions about Coo Advisor

• github.com/borghei/Claude-Skills/tree/main/c-level-advisor/coo-a — the audited source at commit 6e3fcbdbb5cf and every finding aboveObserved · 19 Oct 2026

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