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* feat: C-Suite expansion — 8 new executive advisory roles Add COO, CPO, CMO, CFO, CRO, CISO, CHRO advisors and Executive Mentor. Expands C-level advisory from 2 to 10 roles with 74 total files. Each role includes: - SKILL.md (lean, <5KB, ~1200 tokens for context efficiency) - Reference docs (loaded on demand, not at startup) - Python analysis scripts (stdlib only, runnable CLI) Executive Mentor features /em: slash commands (challenge, board-prep, hard-call, stress-test, postmortem) with devil's advocate agent. 21 Python tools, 24 reference frameworks, 28,379 total lines. All SKILL.md files combined: ~17K tokens (8.5% of 200K context window). Badge: 88 → 116 skills * feat: C-Suite orchestration layer + 18 complementary skills ORCHESTRATION (new): - cs-onboard: Founder interview → company-context.md - chief-of-staff: Routing, synthesis, inter-agent orchestration - board-meeting: 6-phase multi-agent deliberation protocol - decision-logger: Two-layer memory (raw transcripts + approved decisions) - agent-protocol: Inter-agent invocation with loop prevention - context-engine: Company context loading + anonymization CROSS-CUTTING CAPABILITIES (new): - board-deck-builder: Board/investor update assembly - scenario-war-room: Cascading multi-variable what-if modeling - competitive-intel: Systematic competitor tracking + battlecards - org-health-diagnostic: Cross-functional health scoring (8 dimensions) - ma-playbook: M&A strategy (acquiring + being acquired) - intl-expansion: International market entry frameworks CULTURE & COLLABORATION (new): - culture-architect: Values → behaviors, culture code, health assessment - company-os: EOS/Scaling Up operating system selection + implementation - founder-coach: Founder development, delegation, blind spots - strategic-alignment: Strategy cascade, silo detection, alignment scoring - change-management: ADKAR-based change rollout framework - internal-narrative: One story across employees/investors/customers UPGRADES TO EXISTING ROLES: - All 10 roles get reasoning technique directives - All 10 roles get company-context.md integration - All 10 roles get board meeting isolation rules - CEO gets stage-adaptive temporal horizons (seed→C) Key design decisions: - Two-layer memory prevents hallucinated consensus from rejected ideas - Phase 2 isolation: agents think independently before cross-examination - Executive Mentor (The Critic) sees all perspectives, others don't - 25 Python tools total (stdlib only, no dependencies) 52 new files, 10 modified, 10,862 new lines. Total C-suite ecosystem: 134 files, 39,131 lines. * fix: connect all dots — Chief of Staff routes to all 28 skills - Added complementary skills registry to routing-matrix.md - Chief of Staff SKILL.md now lists all 28 skills in ecosystem - Added integration tables to scenario-war-room and competitive-intel - Badge: 116 → 134 skills - README: C-Level Advisory count 10 → 28 Quality audit passed: ✅ All 10 roles: company-context, reasoning, isolation, invocation ✅ All 6 phases in board meeting ✅ Two-layer memory with DO_NOT_RESURFACE ✅ Loop prevention (no self-invoke, max depth 2, no circular) ✅ All /em: commands present ✅ All complementary skills cross-reference roles ✅ Chief of Staff routes to every skill in ecosystem * refactor: CEO + CTO advisors upgraded to C-suite parity Both roles now match the structural standard of all new roles: - CEO: 11.7KB → 6.8KB SKILL.md (heavy content stays in references) - CTO: 10KB → 7.2KB SKILL.md (heavy content stays in references) Added to both: - Integration table (who they work with and when) - Key diagnostic questions - Structured metrics dashboard table - Consistent section ordering (Keywords → Quick Start → Responsibilities → Questions → Metrics → Red Flags → Integration → Reasoning → Context) CEO additions: - Stage-adaptive temporal horizons (seed=3m/6m/12m → B+=1y/3y/5y) - Cross-references to culture-architect and board-deck-builder CTO additions: - Key Questions section (7 diagnostic questions) - Structured metrics table (DORA + debt + team + architecture + cost) - Cross-references to all peer roles All 10 roles now pass structural parity: ✅ Keywords ✅ QuickStart ✅ Questions ✅ Metrics ✅ RedFlags ✅ Integration * feat: add proactive triggers + output artifacts to all 10 roles Every C-suite role now specifies: - Proactive Triggers: 'surface these without being asked' — context-driven early warnings that make advisors proactive, not reactive - Output Artifacts: concrete deliverables per request type (what you ask → what you get) CEO: runway alerts, board prep triggers, strategy review nudges CTO: deploy frequency monitoring, tech debt thresholds, bus factor flags COO: blocker detection, scaling threshold warnings, cadence gaps CPO: retention curve monitoring, portfolio dog detection, research gaps CMO: CAC trend monitoring, positioning gaps, budget staleness CFO: runway forecasting, burn multiple alerts, scenario planning gaps CRO: NRR monitoring, pipeline coverage, pricing review triggers CISO: audit overdue alerts, compliance gaps, vendor risk CHRO: retention risk, comp band gaps, org scaling thresholds Executive Mentor: board prep triggers, groupthink detection, hard call surfacing This transforms the C-suite from reactive advisors into proactive partners. * feat: User Communication Standard — structured output for all roles Defines 3 output formats in agent-protocol/SKILL.md: 1. Standard Output: Bottom Line → What → Why → How to Act → Risks → Your Decision 2. Proactive Alert: What I Noticed → Why It Matters → Action → Urgency (🔴🟡⚪) 3. Board Meeting: Decision Required → Perspectives → Agree/Disagree → Critic → Action Items 10 non-negotiable rules: - Bottom line first, always - Results and decisions only (no process narration) - What + Why + How for every finding - Actions have owners and deadlines ('we should consider' is banned) - Decisions framed as options with trade-offs - Founder is the highest authority — roles recommend, founder decides - Risks are concrete (if X → Y, costs $Z) - Max 5 bullets per section - No jargon without explanation - Silence over fabricated updates All 10 roles reference this standard. Chief of Staff enforces it as a quality gate. Board meeting Phase 4 uses the Board Meeting Output format. * feat: Internal Quality Loop — verification before delivery No role presents to the founder without passing verification: Step 1: Self-Verification (every role, every time) - Source attribution: where did each data point come from? - Assumption audit: [VERIFIED] vs [ASSUMED] tags on every finding - Confidence scoring: 🟢 high / 🟡 medium / 🔴 low per finding - Contradiction check against company-context + decision log - 'So what?' test: every finding needs a business consequence Step 2: Peer Verification (cross-functional) - Financial claims → CFO validates math - Revenue projections → CRO validates pipeline backing - Technical feasibility → CTO validates - People/hiring impact → CHRO validates - Skip for single-domain, low-stakes questions Step 3: Critic Pre-Screen (high-stakes only) - Irreversible decisions, >20% runway impact, strategy changes - Executive Mentor finds weakest point before founder sees it - Suspicious consensus triggers mandatory pre-screen Step 4: Course Correction (after founder feedback) - Approve → log + assign actions - Modify → re-verify changed parts - Reject → DO_NOT_RESURFACE + learn why - 30/60/90 day post-decision review Board meeting contributions now require self-verified format with confidence tags and source attribution on every finding. * fix: resolve PR review issues 1, 4, and minor observation Issue 1: c-level-advisor/CLAUDE.md — completely rewritten - Was: 2 skills (CEO, CTO only), dated Nov 2025 - Now: full 28-skill ecosystem map with architecture diagram, all roles/orchestration/cross-cutting/culture skills listed, design decisions, integration with other domains Issue 4: Root CLAUDE.md — updated all stale counts - 87 → 134 skills across all 3 references - C-Level: 2 → 33 (10 roles + 5 mentor commands + 18 complementary) - Tool count: 160+ → 185+ - Reference count: 200+ → 250+ Minor observation: Documented plugin.json convention - Explained in c-level-advisor/CLAUDE.md that only executive-mentor has plugin.json because only it has slash commands (/em: namespace) - Other skills are invoked by name through Chief of Staff or directly Also fixed: README.md 88+ → 134 in two places (first line + skills section) * fix: update all plugin/index registrations for 28-skill C-suite 1. c-level-advisor/.claude-plugin/plugin.json — v2.0.0 - Was: 2 skills, generic description - Now: all 28 skills listed with descriptions, all 25 scripts, namespace 'cs', full ecosystem description 2. .codex/skills-index.json — added 18 complementary skills - Was: 10 roles only - Now: 28 total c-level entries (10 roles + 6 orchestration + 6 cross-cutting + 6 culture) - Each with full description for skill discovery 3. .claude-plugin/marketplace.json — updated c-level-skills entry - Was: generic 2-skill description - Now: v2.0.0, full 28-skill ecosystem description, skills_count: 28, scripts_count: 25 * feat: add root SKILL.md for c-level-advisor ClawHub package --------- Co-authored-by: Leo <leo@openclaw.ai>
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[Company Name] Culture Code
This document describes how we work, what we value, and what it's like to be here. It's meant to be honest — which means it will attract some people and repel others. Both outcomes are correct.
Who We Are
[2–3 sentences: what you do, who you serve, what would be lost if you disappeared.]
Our mission: [One sentence. Present tense. Specific enough to be wrong.]
Our vision: [Where we'll be in 5–10 years. Specific enough to debate.]
What We Value
Values are behaviors, not adjectives. Each one has a "this is what it looks like" and a "this is what it doesn't look like."
[Value 1]
What this means: [Behavioral anchor — what someone does when they live this value]
What this doesn't mean: [The misconception or violation to guard against]
Example: [A real story of this value in action at your company]
[Value 2]
What this means: [Behavioral anchor]
What this doesn't mean: [The misconception or violation]
Example: [Real story]
[Value 3]
What this means: [Behavioral anchor]
What this doesn't mean: [The misconception or violation]
Example: [Real story]
(Repeat for each value. 3–5 total. Never more than 5.)
Who Thrives Here
These are specific, observable behaviors — not personality traits or adjectives.
- You raise problems early, not after they've grown. You don't complain privately and stay silent publicly.
- You own decisions even when the outcome isn't what you expected.
- You say "I don't know" instead of bluffing. Then you find out.
- You give direct feedback to the person who needs to hear it, not to everyone else.
- You make things better, not just done. You notice what's broken and fix it even when it's not your job.
- [Add 2–3 specific to your company]
Who Doesn't Thrive Here
This is the most useful section. Read it carefully.
- People who need clear instructions before taking action. We provide context; you figure out the path.
- People who optimize for credit over outcomes. We care what got done, not who gets the headline.
- People who treat bad news as a liability. Here, hiding problems is the problem.
- People who need consensus before every decision. We move faster than that.
- [Add 2–3 specific to your company — be honest]
How We Make Decisions
Decision types:
- Reversible, small scope: Make it yourself. Don't ask. Tell us what you decided.
- Reversible, larger scope: Tell relevant people, move forward unless you hear an objection within 24 hours.
- Irreversible or high-stakes: Bring the right people into the room. Write it down. Decide together.
Default: Bias toward action. A good decision made fast beats a perfect decision made slow.
Who decides: The person closest to the problem, with the most context. Not the most senior person in the room.
How We Communicate
Default to async. Most things don't need a meeting. If it can be written, write it.
Meetings that happen: [List your recurring meetings and what they're for]
Meetings that don't happen: Status updates (use tools), information sharing (write a doc), decisions that one person could make.
How we give feedback: Direct, specific, timely. "That report was late and incomplete" not "you should think about your time management." We give feedback to help, not to vent.
How we share bad news: Within 24 hours of knowing. To the person who needs to know. Not softened to the point of unclear.
How We Grow People
We invest in people who invest in themselves. We provide [budget, learning days, access — be specific]. We don't require you to use them.
Promotions: Based on impact already demonstrated, not time served. You're promoted when you're already doing the job you want.
Performance feedback: [How often, what format, who delivers it]
When things aren't working: We have direct conversations early. We don't let problems simmer for quarterly reviews.
What We Expect of Leaders
Leaders here are multipliers, not heroes. Your job is to make your team better.
- You share context, not just instructions. Your team should be able to make decisions you'd make when you're not there.
- You give credit visibly and take accountability privately.
- You have hard conversations before they become unavoidable.
- You model the culture. If you don't live the values, neither will your team.
- You develop people, including ones who will outgrow their role here.
The Fine Print
This document is descriptive, not aspirational. It describes how we operate today, with the intent to keep improving.
We update this annually. When the update happens, we'll tell you what changed and why.
Last updated: [Date] | Version: [X.X]