Advisor Board Formation

Produce a first complete and usable asset for Advisor Board Formation. The objective is to remove ambiguity around advisor gaps, advisor roles, incentives and meeting cadence, give the founder a decision-ready output, and make it clear whether the venture should progress, repeat the task with stronger evidence, escalate to expert support, or move into a linked stage.

Bertie or a programme manager assigns Advisor Board Formation when the venture needs a decision-ready output for this group. Typical triggers include group-gate reviews, evidence gaps identified by the co-pilot or founder request.

founder profiles; current team status; role expectations; ownership assumptions; venture thesis if available; draft inputs or template to complete; specific context for advisor gaps, advisor roles, incentives and meeting cadence.

1. 1Audit Existing Materials and Select Advisory Templateexpand_more

   The founder reviews existing venture collateral, founder capability matrices, and current governance documentation against standard advisory frameworks. They gather details of prior commitments, warm network contacts, and current skill shortages to establish a clear baseline. This initial grounding ensures the advisory structure is designed around genuine operational needs rather than unvalidated assumptions.

   Objective

   Audit current capability maps and existing founder materials to select the appropriate advisory board template. Establishing a clear baseline ensures the advisory structure directly targets verified venture blind spots rather than duplicating internal skills.

   What's expected

   A populated baseline document referencing current team capabilities, identified functional gaps, and the selected advisory template structure. The founder must provide a clear inventory of existing contacts, informal mentors, and current governance assets ready for formalisation.

   Consultant stress-test · 5 questions

   1. 1.What specific criteria did you use to choose this baseline advisory template over a lighter informal mentoring structure?
   2. 2.How have you audited your existing founding team skills to ensure this template targets genuine operational gaps?
   3. 3.Which existing informal relationships have you included, and what concrete evidence shows they are suited for formal advisory roles?
   4. 4.How does the selected template align with your immediate 12-month milestone requirements and fundraising strategy?
   5. 5.Where does your current documentation fail to distinguish between functional operational support and high-level strategic advice?

   Open action arrow_forward
2. 2Define Advisory Gaps, Roles, Incentives and Cadenceexpand_more
3. 3Populate Core Asset Sections with Grounded Evidenceexpand_more
4. 4Align Advisory Board Structure with Venture Thesisexpand_more
5. 5Stress-Test Framework to Uncover Structural Weaknessesexpand_more
6. 6Finalise Advisory Asset for Stakeholder and Investor Reviewexpand_more

• A data-room asset titled Advisor Board Formation
• A completed working asset, template, framework or decision-ready document that can be stored in the data room
• It should update the venture DNA with specific evidence or decisions about advisor gaps, advisor roles, incentives and meeting cadence, create a visible milestone in the founder journey, and generate one or more recommended next tasks

A mentor or evaluator can review the output at the group gate. Programme managers can require an advisor checkpoint before Bertie moves the venture forward.

Draft your output and let Bertie review it