Business
New
$13.00Pricing Strategy
Choose packages, value metrics, price points, margin guardrails, and a measurable test without turning assumptions into validated demand.
pricing strategypackaging
Q
quorin
Updated Jul 23, 2026
Turn operating and financial source material into an evidence-bound board pre-read with explicit variances, decisions, and follow-through.
Board decks go wrong when a clean narrative gets built on inconsistent periods, undefined metrics, unsupported causes, or decisions the board is not actually being asked to make. This skill starts with the reporting basis and source ledger, then keeps actuals, targets, forecasts, hypotheses, and proposals visibly separate.
It turns prior commitments, operating results, financial evidence, risks, and open questions into a board pre-read organized around material changes and specific decisions. The output includes a decision brief, metric ledger, slide-by-slide deck, proposed resolutions, prior-action register, contradiction log, meeting agenda, and post-meeting record. A bundled checker catches broken evidence references, incomplete decision records, missing metric definitions, invalid dates, and decision slides that do not point to a real decision.
Use it for a quarterly board meeting, monthly update, committee pre-read, or investor-observer pack. It does not invent numbers, smooth over bad news, treat management forecasts as assurance, or replace legal, accounting, tax, investment, or fiduciary review.
Input
The CRM export reports $4.8M ending ARR, the finance pack reports $4.5M, and the prior deck used $4.2M. Sales says the gap is contracted customers not yet live. Cash is $2.1M, but the runway slide says 14 months without showing the burn basis. Build the Q2 board pre-read and tell us whether it is ready to send.
Output
A hold-for-reconciliation verdict; source and metric ledger separating contracted, live, recognized, and prior-period values; an owned ARR bridge; a runway calculation gap; decision impact; slide-by-slide pack that preserves the conflict; and a dated evidence request rather than a polished but unsupported growth story.
Input
Provide the reporting period, audience, prior board commitments, decisions or consents needed, approved distribution, and the available finance, operating, product, risk, and people sources. Include metric definitions and prior packs when available. The skill returns an evidence ledger, reconciled board narrative, decision pages, slide contracts, open-gap log, and meeting follow-through without changing source files or filling missing facts with guesses.
Meeting date, cadence, board or committee audience, decision authority, requested consents or advice, prior actions, pre-read deadline, confidentiality class, and approved distribution.
Finance pack, operating exports, forecast, product and customer evidence, risk register, people plan, prior deck, minutes, or other records that support the reporting period. Missing sources remain explicit.
Reporting currency, entity and segment scope, metric definitions, period windows, targets, forecasts, and any known changes from the prior board pack.
Required only for the optional read-only board-pack JSON checker. It uses the standard library and writes findings to stdout.
SKILL.md; board-pack evidence, metric, financial, operating, risk, decision, slide, and verdict rubric; read-only structured board-pack checker; Agent Skills interface metadata
No reviews yet.
Q3 revenue missed plan by 11%. The CEO attributes it to the market, but the loss review covers only six enterprise deals and points to implementation time. Management recommends slowing hiring and changing the segment focus. The board must approve the revised budget next week.
Output
A commitment-to-actual variance narrative; the market explanation labeled as unproven; the six-deal pattern bounded to its sample; revised forecast scenarios and triggers; credible hiring and segment options; a proposed budget resolution; and follow-through owners, milestones, and reporting dates.
Input
Our draft has 34 slides from every department, five pages of feature launches, named employee performance notes, three vague asks for advice, and no record of the actions from the last meeting. Rebuild it for a 90-minute board meeting with two approved observers.
Output
A shorter pre-read centered on material changes; personal detail removed or restricted; prior actions reopened until closure evidence exists; department activity moved to the appendix; vague asks relabeled or rewritten as exact decisions; and a time-boxed agenda that leaves the meeting for challenge and resolution rather than narration.
Creator
Vvantis29