Skip to content
SynthBoard

AI Advisor · Board Members

Walk into the board meeting
with the questions already framed

A boardroom about your boardroom. Named experts read the CEO's plan, surface the question you should ask, and pressure-test the recommendation before you vote.

Start free See how it works

In short

For analysis and pre-meeting prep, yes. For formal board decisions, the memo is an input — the vote and the minutes are your responsibility. Use it to walk in with sharper questions, not to make the vote for you.

Last reviewed

An example

One ask, start to finish.
What comes back is a memo.

How a board takes a call like this: her read, who sits, what they ask first, then the call — with how sure they are, who disagreed and the first step.

Board Members

Example · Board of 3

CEO is asking the board to approve a big acquisition. Strongest reasons we should vote no?

Chief of staff

This one needs a board: The Investor, The Skeptic and The Ethicist. The Investor thinks like a board, an LP, and a downstream acquirer at once. Each researches alone first, then they react to one another — and on a decision, two of them take opposed sides.

  • The InvestorVC Partner
  • The SkepticRisk Assessor
  • The EthicistValues Guardian

Asked first

Are you after the biggest outcome, or the most certain one?

The biggestThe most certainNot sure

The board’s call

Vote yes on the acquisition with two conditions: a 90-day integration milestone with a kill-switch, and CEO comp tied to retained-talent metrics for 18 months.

60% of strategic acquisitions destroy value by year 2; integration milestones are the best early signal. Comp-linked retention metrics prevent the common "founder cashes out, team walks" pattern.

Confidence75 · High

The Ethicist disagreed

“If the CEO experiences the conditions as no-confidence, the dynamic backfires — board chair should socialize them first”

First step Test what The Ethicist flagged before you commit.this week

Board of 3 · up to 135 credits on the card · an example, not a recorded run

Other asks people bring here

Several asks in one message become several rooms, each with its expert and its own price on the card. Keep or drop any, then convene them together.

  • New CFO finalist has impressive resume but board chair has reservations. How do I think about this independently? — The Skeptic, up to 85 credits
  • CEO comp is up for renewal. What's the right benchmark when company is between stages? — The Ethicist, up to 85 credits
  • Whistleblower flagged a culture concern. Investigate independently, defer to management, or external review? — The Lawyer, up to 85 credits

What you get

What she handles.
On this kind of call.

Pre-meeting board-deck stress-test

Paste the deck, or point her to it in your connected tools; a board surfaces what's missing, what's optimistic, and what to ask in the meeting.

CEO accountability framing

When the CEO recommends a path, a board argues the strongest alternative — the question a great independent director would raise.

Governance decisions

Exec comp, succession, audit findings, whistleblower handling — argued by The Lawyer, The Ethicist, and The Investor.

Independent perspective on tap

Independent directors are valued for unbiased perspective. A board adds more of it — between meetings, on demand.

Why SynthBoard

Why SynthBoard for this.
Not one voice. A board.

Independence in a structured form

Independent directors add value through outside perspective. A board adds more independent perspectives — none of whom have a relationship to protect.

Pre-meeting compression

Most directors read the deck the night before. A board lands a memo on it in about 6–10 minutes, with the question to ask before you walk in.

Private from management

Some board concerns can't be raised with management present. Your rooms are private to your account — a place to develop them rigorously before the formal meeting.

Governance memory

She keeps prior decisions, stated principles, and the company's direction on file, each with its source, and a past decision comes back when a new ask would reverse it. Useful for new directors joining mid-cycle.

Who sits

The experts for this call.
Each one holds a position.

Your Chief of Staff proposes who sits for the call, and every board is built with someone whose job is to argue against the obvious answer. Name an expert and they take a seat; tell her who you want on your board and they sit by default. How many seats a board has depends on your plan.

Pick an expert

Hover, tap or tab throughSwipe, then tap one
  • GPT
  • Claude
  • Gemini
  • Grok

Seats are spread across model families: GPT, Claude, Gemini, Grok and more.

In their words

Great board members don't arrive with answers; they arrive with the question that reframes the meeting. The boardroom is where I find that question — between Sunday evening and Monday morning.
The Ethicist Values Guardian

Questions

Fair questions.
Straight answers.

What people ask before they bring this call to a board.

Is this appropriate for governance-sensitive decisions?

For analysis and pre-meeting prep, yes. For formal board decisions, the memo is an input — the vote and the minutes are your responsibility. Use it to walk in with sharper questions, not to make the vote for you.

How do I keep board materials confidential?

Your rooms are private to your account and not used to train models, and you control what you share. For board-confidential materials, anonymized framing often works as well as the full deck. Check your D&O insurance and company AI policy first.

Can multiple board members use it together?

Each director on their own account. There is no shared team workspace — each person keeps their own file. What travels between you is the memo. A board’s memo shares as a page anyone can read without an account. Independent analysis followed by joint discussion is good governance anyway: each director runs their own board and brings the memo to the meeting.

Will the Boardroom side with management or against?

Neither by default. The Skeptic and The Ethicist argue against poorly framed management recommendations; The Strategist often defends them. The memo surfaces the structural question, not a posture.

How does it handle exec comp benchmarking?

For directional framing, well. For specific market data (current peer comp at your stage and sector), pair it with a comp-survey provider. The board is the reasoning layer; the surveys are the data inputs.

Can this help with new-director onboarding?

Yes. Give her the last six months of board materials; she keeps the facts on file, and a consult can lay out the strategic arc and the key open questions.

Keep exploring

Nearby decisions, audiences and methods inside SynthBoard.

SynthBoard (synthboard.ai) is one place for your business, your life, and every hard call. Your Chief of Staff keeps what you tell her on file, and 24 named experts on different AI models take the calls — one expert for a consult, a board with opposed seats for the hard ones — and hand back a memo with the call, the dissent and the first move. How it works.

The advisor you don't have, on demand.
Start free, with one message.

CEO comp is up for renewal. What's the right benchmark when company is between stages?CEO is asking the board to approve a big acquisition. Strongest reasons we should vote no?Whistleblower flagged a culture concern. Investigate independently, defer to management, or external review?

It waits in her box after you sign up. Nothing is sent until you press send. Free to start — 150 credits every month + 250 to start. Every consult and board shows its price on the card, and nothing runs until you tap.