AI Advisor · Finance Leaders

For when the model has 14 variables and one wrong assumption kills it

The CFO, The Strategist, The Investor, The Analyst, and The Skeptic argue every capital allocation, runway, and FP&A call — so the model gets the assumptions right before the board sees it.

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In short

For decision-making and pre-process structuring, often yes. Bankers add deal execution, investor relationships, and process management that a board doesn't. Run a board before banker meetings to arrive with a structured position.

Last reviewed October 1, 2026

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.

Finance Leaders

Example · Board of 3

We have 12 months of runway. Cut burn by 25%, raise a bridge, or push harder for revenue?

Chief of staff

This one needs a board: The CFO, The Investor and The Analyst. The CFO pressure-tests unit economics, runway, and capital allocation. Each researches alone first, then they react to one another — and on a decision, two of them take opposed sides.

The CFOFinancial Controller
The InvestorVC Partner
The AnalystData Expert

Asked first

Is the money for this already in the bank, or still promised?

In the bankPromisedNot yet

The board’s call

Cut burn by 15% (not 25%) by freezing hiring + 3 vendor renegotiations.

25% cuts cost more than 15% in retention and recruiting damage. Flat-valuation bridge is a strong signal vs. down-round.

Confidence81 · High

The Analyst disagreed

“If the bridge fails, the 15% cut leaves you needing a deeper cut in 90 days — model both paths”

First step Run a tight 8-week bridge process at flat valuation.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.

Convertible note with a $50M cap vs. priced round at $35M pre. Which protects us better? — The Investor, up to 85 credits
CEO wants to hire 15 people next quarter. Numbers don't support it. How do I push back? — The Analyst, up to 85 credits
Should we offer 30% paid annual upfront to improve cash, even if it hurts ARR optics? — The Strategist, up to 85 credits

What you get

What she handles.
On this kind of call.

Capital allocation rigor

Hire vs. invest in product vs. extend runway — argued with The CFO, The Investor, and The Strategist on the same trade-offs.

The board’s call

Cut burn by 15% (not 25%) by freezing hiring + 3 vendor renegotiations.

Confidence81 · High

What would flip it

CEO will resist freezing hires they've already promised. Pre-script the conversation.

The Analyst disagreed

If the bridge fails, the 15% cut leaves you needing a deeper cut in 90 days — model both paths.

First step Run a tight 8-week bridge process at flat valuation.this week

FP&A scenario testing

The Analyst stress-tests your assumptions; The Skeptic argues against your base case. Build models that survive board scrutiny.

Fundraising strategy

Down-round, secondary, debt vs. equity — argued by The CFO and The Investor, who model the cap-table implications.

Cost-cut decisions with second-order framing

Layoffs, vendor cuts, hiring freezes — the Empath surfaces team impact, the Operator surfaces execution risk, the CFO holds the line.

Why SynthBoard

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

Financial reasoning native

The CFO and The Analyst are calibrated to SaaS metrics, payback math, unit economics, and runway calculations. Not "explain to me what gross margin is" territory.

Sees through optimistic assumptions

The Skeptic specifically pushes against best-case modeling. Your FP&A model gets pressure-tested before the board does it for you.

Cross-functional finance framing

Most finance decisions hit GTM, product, and ops. A board argues all three angles in one room.

Private for sensitive scenarios

Layoff modeling, down-round mechanics, exec comp restructures — decisions you can't argue in your team channel. Your rooms are private to your account.

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.

Financial Controller

The CFO

Revenue is a story. Cash is a fact. Show me the month the money runs out.

The CFO Financial Controller

Best on: Pricing, runway, discounts, and a hire you can barely afford.
Won’t let you: Confuse revenue with cash, or a signed deal with a paid one.

Try asking The CFO

Start with

The CFOOpen on every plan, Free included

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

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 Financial Controller

Questions

Fair questions.
Straight answers.

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

Is this a substitute for a banker or financial advisor?

How does it handle confidential financial data?

You control what you tell her. For sensitive scenarios, use rounded or directional numbers — the structural recommendation still applies. Your rooms are private to your account, encrypted at rest, and not used to train models.

Can my FP&A team use it?

Each analyst 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. A board before quarterly planning stress-tests variance forecasts and scenario models.

Will the Boardroom argue for cost cuts or for growth?

Either — it 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 memo surfaces the trade-off explicitly rather than defaulting to a posture.

How current is it on cap-table mechanics?

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.

Can this help with board-paper preparation?

Yes. Run a board on the board narrative before each quarterly meeting — it surfaces the question your directors will actually ask, and the memo pre-builds the defense.

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.