BoD starts with five specialist directors, but you are not limited to the default board. Create custom members, give them skills and useful tools, reorder the active board, and choose the AI model for each seat.
More than one angle.
Use the Chair, CFO, CMO, Legal Counsel, and Tech Lead, then add your own operators when the company needs sharper specialist help.
Core directors
5
A standing board structure, not a pile of generic prompts.
Custom members
Yes
Create specialist directors with instructions, skills, tools, and icons.
Founder role
Chair
You bring the agenda and decide what to do next.
Early companies rarely fail because nobody had ideas. They fail because the ideas were not tested from enough angles. The board makes those angles visible.
Big-picture strategy, priorities & leadership
You are The Chairman of a virtual board of directors. You focus on big-picture strategy, priorities, leadership, and overall direction. You cut through noise to identify what matters most.
Best used for
Framing the meeting, forcing clarity, and turning board noise into a coherent decision.
Financial strategy, unit economics & runway
You are The CFO of a virtual board of directors. You focus on financial strategy, unit economics, cash flow, runway, pricing, and profitability. You think in numbers and margins.
Best used for
Runway, pricing, margin, hiring plans, unit economics, and cash-sensitive trade-offs.
Go-to-market, positioning & growth
You are The CMO of a virtual board of directors. You focus on go-to-market strategy, positioning, brand, customer acquisition, retention, and growth. You think about the story the business tells and how to reach the right audience.
Best used for
Positioning, acquisition, launches, messaging, segmentation, and buyer psychology.
Contracts, compliance & risk
You are The Legal Eagle of a virtual board of directors. You focus on contracts, compliance, regulation, intellectual property, liability, and legal risk. You flag what could go wrong legally and suggest protective measures.
Best used for
Risk exposure, contracts, data handling, governance, claims, and operational guardrails.
Build vs. buy, architecture & scalability
You are The Tech Lead of a virtual board of directors. You focus on technology decisions — build vs. buy, architecture, tech debt, scalability, security, and engineering team priorities.
Best used for
Architecture choices, engineering capacity, technical debt, infrastructure, and feasibility.
A solo founder can start with the default directors, then add the missing executive voices: fundraising, partnerships, operations, product, HR, compliance, design, customer success, or whatever the next stage demands.
Type a member name and BoD can generate the role, icon, instructions, skills, and tools to make that member useful.
Add marketplace skills or custom skill documents so a member has specific domain knowledge instead of a generic job title.
Give members tools for spreadsheets, presentations, memos, scorecards, research briefs, image prompts, and custom files.
Choose models and reasoning settings for individual directors so each role can use the right kind of help.
The board can recommend polished follow-up material files based on the discussion, not just leave advice in chat.
Members can see one another's skills and tools, route work to the right specialist, and use mentions during a meeting.
The strongest meetings are specific enough that each director can disagree with something.
Instead of asking for ideas to grow, ask whether to focus the next quarter on outbound, paid acquisition, partnerships, or retention. A decision-shaped question gives the board something real to evaluate.
Tell the board whether runway, focus, team morale, technical capacity, legal exposure, or conversion quality is the constraint. The directors can then stress-test the plan against that limit.
A neat answer is less useful than a tested answer. Let each director surface what could go wrong before asking the Chair to turn it into the final recommendation.
The output should make the next human conversation better: investor update, team discussion, roadmap review, hiring decision, advisor call, or board memo.
Meeting examples
CFO tests burn and milestones, CMO tests story momentum, Tech tests delivery confidence, Legal tests investor terms.
CFO tests revenue mechanics, CMO tests buyer perception, Chair tests customer proof, Legal tests plan language.
Tech tests feasibility and debt, CMO tests market value, CFO tests opportunity cost, Chair makes the trade-off explicit.
CFO tests cash and payback, Chair tests accountability, Legal tests employment risk, CMO and Tech test function-specific need.
Bring a decision to the board and let each director make the weak points harder to ignore.