The CFO, the Strategist, the Investor, the Analyst, and the Skeptic debate every capital allocation, runway, and FP&A call — so the model gets the assumptions right before the board sees it.
Hire vs. invest in product vs. extend runway — argued with The CFO, The Investor, and The Strategist on the same trade-offs.
The Analyst stress-tests your assumptions; The Skeptic argues against your base case. Build models that survive board scrutiny.
Down-round, secondary, debt vs. equity — debated with the CFO and Investor synths who model the cap-table implications.
Layoffs, vendor cuts, hiring freezes — the Empath surfaces team impact, the Operator surfaces execution risk, the CFO holds the line.
Real questions. Multiple expert perspectives. Every time.
“We have 12 months of runway. Cut burn by 25%, raise a bridge, or push harder for revenue?”
“Convertible note with a $50M cap vs. priced round at $35M pre. Which protects us better?”
“CEO wants to hire 15 people next quarter. Numbers don't support it. How do I push back?”
“Should we offer 30% paid annual upfront to improve cash, even if it hurts ARR optics?”
“Our biggest cost is engineering. Eng leader wants 3 more hires. Where does the math break?”
Each expert thinks independently — they won’t just agree with each other.
The CFO
Pressure-tests unit economics, runway, and capital allocation.
The Investor
Thinks like a board, an LP, and a downstream acquirer at once.
The Analyst
Models the scenarios so the recommendation rests on math, not vibes.
The Strategist
Maps competitive dynamics and strategic options across multi-year horizons.
The Skeptic
Questions every premise. Finds blind spots others miss.
A synthesized recommendation from your team of experts — not just opinions, but structured analysis.
Strong Agreement
Key Recommendations
Synthesized Recommendation
Cut burn by 15% (not 25%) by freezing hiring + 3 vendor renegotiations. Run a tight 8-week bridge process at flat valuation. A 25% cut signals distress to candidates and customers; a 15% cut is operating discipline.
Full analysis continues with detailed reasoning, trade-offs, and next steps...
Watch Out For
Expert Opinions
“A finance decision dies one assumption at a time. The boardroom stress-tests each assumption before the model lands on the CEO's desk — and before the board pulls it apart in front of you.”
The CFO and Analyst synths are calibrated to SaaS metrics, payback math, unit economics, and runway calculations. Not "explain to me what gross margin is" territory.
The Skeptic specifically pushes against best-case modeling. Your FP&A model gets pressure-tested before the board does it for you.
Most finance decisions hit GTM, product, and ops. The Boardroom argues all three angles in one session.
Layoff modeling, down-round mechanics, exec comp restructures — decisions you can't debate in your team channel. SynthBoard is private.
The questions people ask before they sign up.
For decision-making and pre-process structuring, often yes. Bankers add deal-execution, investor relationships, and process management that the Boardroom doesn't. Most CFOs run SynthBoard sessions before banker meetings to arrive with a structured position.
You control what context to include. For sensitive scenarios, use rounded or directional numbers — the structural recommendation will still apply. Sessions are private to your account; we don't train on session content.
Yes. Many finance teams have analysts running sessions before quarterly planning to stress-test variance forecasts and scenario models. Team plans support shared workspaces with role-based access.
Either — depends on the situation. The CFO holds the line on burn; The Strategist argues that under-investing is the bigger risk; The Investor brings the capital-availability frame. The synthesis surfaces the trade-off explicitly rather than defaulting to a posture.
SAFEs, convertibles, priced rounds, anti-dilution variants, pro-rata, and secondary mechanics are all in-scope. For specific deal terms (especially custom liquidation preferences), pair with your lawyer — the Boardroom is for strategic framing, not legal-grade term review.
Specifically yes. Many finance leaders run a Boardroom session on the board narrative before each quarterly meeting — surfacing the question the board will actually ask and pre-building the defense.
Adjacent decisions, audiences, and methods inside SynthBoard.
Cross-functional decision partner.
ExploreYour decision-making counterpart.
ExploreCapital deployment framework.
ExploreFundraising sequencing.
ExploreStress-test a financial model.
ExploreFinance-team workspaces.
Explore250 bonus credits at signup. 150 free every month. No card required.