C-Suite Advisory Roundtable
When you are stuck, the constraint is rarely where you are looking.
A single advisor sees the problem through a single lens. The constraint that is actually holding you back usually sits across two or three. The C-Suite Advisory Roundtable is a cross-functional engagement: a panel of executive specialists, co-chaired by your marketing and strategy directors, each run their own diagnostic on the same question and converge on one governing memo. Built as software, supervised by senior partners.
Diagnosis before prescription. Always.
One problem, three seats
Margin
The CFO sees
Gross margin is slipping. The fix is in pricing and cost structure.
Throughput
The COO sees
The team is jammed. The fix is in the process bottleneck and the handoffs.
Pricing
The CRO sees
Deals are stalling and shrinking. The fix is in packaging and the funnel.
The same problem looks different from every seat. The answer is in the room, not in one head.
The Roundtable puts the seats in one room, each running its own diagnostic, and resolves the disagreement on the page rather than averaging it away.
The ten lenses
Convened, not crowded. Typically four to six lenses are named to the question; ten is reserved for an existential decision. Each runs the frameworks of its own discipline.
Marketing & GTM
Demand, narrative, channel mix and mental availability.
Strategy & moat
Business model, 7 Powers, capital allocation, what business to be in.
CEO lens
First principles, the OKR cascade, founder time, board narrative.
CFO lens
Rule of 40, driver-based FP&A, burn, runway, pricing, raise readiness.
COO lens
Theory of Constraints, the process bottleneck, scaling pain, SOP gaps.
CRO lens
MEDDPICC, pipeline velocity, win rate, deal size, sales-cycle length.
CTO lens
Engineering throughput, technical debt, build, buy or partner, infra spend.
CPO lens
Roadmap, prioritisation, product-market fit, activation.
CHRO lens
Hiring, performance, comp, culture, leadership development.
CCO lens
Net revenue retention, churn, expansion, onboarding, time-to-value.
How it runs
01
Convene
Your two co-chairs write the question in one sentence, name the most likely constraint as a hypothesis, and pull in only the lenses that test it.
02
Diagnose
Each lens runs its own discipline's frameworks, in parallel, and returns a one-page finding with the evidence and the framework named, so you can audit the reasoning.
03
Converge
The findings resolve into one memo: the primary finding, three to five options, a recommendation, and a 90-day plan. Disagreement is recorded, with the test that would settle it.
The memo is the contract.
No advice leaves the firm without it, and every recommendation passes four tests: a genuine insight, the craft to land it, the commercial case a CFO would sign, and the test that matters most, can you still defend it in a board meeting in six months when the data has moved.
When to convene one
A decision that crosses lanes.
A founder-led "we're stuck" where the real constraint has not been named, a pre-fundraise or pre-exit readiness audit, or the quarterly question of what to do differently next quarter. Investors run this kind of diagnostic; you should run it first.
A single-lane question.
A marketing campaign, a pure positioning question, or a single discipline's call goes straight to that director. The Roundtable convenes when the question genuinely crosses seats, so you pay for breadth only when breadth is the point.
Convene a Roundtable on your decision.
Thirty minutes with Mike Doria to frame the question. If it crosses lanes, we name the lenses and the hypothesis, and the memo follows. If it does not, we point you to the one director who owns it.
Or email: mike@tokenomik.com