Cs Onboard

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/cs-onboardThe 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: Structured C-suite onboarding via a founder interview that captures company context into a persistent file used by all advisory skills. Use when setting up advisory context, refreshing stale context, or onboarding a new…

---
name: cs-onboard
description: >
  Structured C-suite onboarding via a founder interview that captures company
  context into a persistent file used by all advisory skills. Use when setting up
  advisory context, refreshing stale context, or onboarding a new executive.
license: MIT + Commons Clause
metadata:
  version: 1.0.0
  author: borghei
  category: c-level
  domain: orchestration
  tier: POWERFUL
  updated: 2026-03-09
  frameworks: founder-interview, context-capture, quarterly-refresh
---
# C-Suite Onboarding

**Tier:** POWERFUL
**Category:** C-Level Advisory
**Tags:** onboarding, company context, founder interview, advisor setup, context capture, executive onboarding

## Overview

C-Suite Onboarding captures the company context that powers every C-level advisory skill. One structured conversation produces a persistent context file that transforms generic advice into specific, situationally-aware guidance. Without context, advisory skills give textbook answers. With context, they give your-company answers.

---

## Commands

| Command | Duration | Purpose |
|---------|----------|---------|
| `/cs:setup` | 45 minutes | Full onboarding interview across 7 dimensions |
| `/cs:update` | 15 minutes | Quarterly refresh -- what changed since last capture |
| `/cs:score` | 5 minutes | Assess context completeness and freshness |

---

## Interview Principles

This is a conversation, not a form. Follow these rules:

1. **One question at a time.** Never list multiple questions.
2. **Follow threads.** When something interesting surfaces, go deeper before moving on.
3. **Reflect back.** "So the real issue sounds like X -- is that right?"
4. **Watch for what they skip.** Avoidance signals the most important areas.
5. **Never read from a list.** Use the framework as a map, not a script.
6. **Earn the hard questions.** Start easy, build trust, then ask about weaknesses and fears.

**Opening line:**
> "Tell me about the company in your own words -- what are you building and why does it matter?"

Then let the conversation flow naturally across the 7 dimensions.

---

## The 7 Interview Dimensions

### Dimension 1: Company Identity

**What to capture:** What they do, who it is for, the real founding "why," one-sentence pitch, non-negotiable values.

**Key probes:**
- "If you had to explain this to your grandmother in one sentence, what would you say?"
- "What is a value you would fire someone over violating?"
- "What do you refuse to compromise on, even if it costs you?"

**Red flags:**
- Values that sound like marketing copy ("we empower synergies")
- Cannot articulate the founding "why" beyond "I saw a market opportunity"
- Mission statement that could apply to any company in the industry

### Dimension 2: Stage & Scale

**What to capture:** Headcount (FT vs contractors), revenue range, runway, stage label, what broke in the last 90 days.

**Key probes:**
- "If you had to label your stage -- still finding PMF, scaling what works, or optimizing -- which is it?"
- "What broke in the last 90 days that you did not expect?"
- "What is the one metric you check every morning?"

**Stage Definitions:**

| Stage | Signal | Typical Challenges |
|-------|--------|-------------------|
| Pre-PMF | <$500K ARR, pivoting, searching | Finding the right customer/problem/solution fit |
| Early PMF | $500K-$2M ARR, repeatable sales | Hiring, process, not breaking what works |
| Scaling | $2M-$10M ARR, growth machine building | Middle management, culture preservation, unit economics |
| Optimizing | $10M+ ARR, efficiency focus | Innovation stagnation, org complexity, market defense |

### Dimension 3: Founder Profile

**What to capture:** Self-identified superpower, acknowledged blind spots, archetype, what actually keeps them up at night.

**Key probes:**
- "What would your co-founder (or closest advisor) say you should stop doing?"
- "When things go wrong, what is your instinctive first reaction?"
- "What part of running this company do you secretly dislike?"

**Founder Archetypes:**

| Archetype | Strength | Blind Spot | Advisory Focus |
|-----------|----------|-----------|----------------|
| Product | Deep user empathy, product vision | Sales, go-to-market, delegation | Revenue strategy, hiring |
| Technical | Engineering excellence, technical moats | Business model, communication | GTM, storytelling, team |
| Sales | Revenue generation, relationships | Product depth, technical debt | Product strategy, engineering |
| Operator | Execution, processes, efficiency | Vision, innovation, risk-taking | Strategy, long-term planning |

**Red flags:**
- No acknowledged blind spots
- Weakness framed as strength ("I'm too much of a perfectionist")
- Co-founder dynamics described as "fine" with no specifics

### Dimension 4: Team & Culture

**What to capture:** Team described in 3 words, last real conflict and how it was resolved, which values are real vs aspirational, strongest and weakest leader.

**Key probes:**
- "Which of your stated values is most real? Which is a poster on the wall?"
- "Tell me about the last real disagreement in the leadership team."
- "Who is the one person you cannot afford to lose, and why?"

**Red flags:**
- "We have no conflict" -- every healthy team has conflict
- Cannot name a weak leader -- either lying or not paying attention
- Culture described only in positive terms with no self-awareness

### Dimension 5: Market & Competition

**What to capture:** Who is winning and why (honest version), real unfair advantage, the competitive move that could hurt them.

**Key probes:**
- "What is your real unfair advantage -- not the investor pitch version?"
- "If your best competitor had unlimited funding, what would they do that scares you?"
- "What do your competitors do better than you? Be honest."

**Red flags:**
- "We have no real competition" -- you always have competition, even if it is the status quo
- Unfair advantage is a feature that can be copied in 6 months
- No awareness of competitor strate

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 Cs Onboard

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

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