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SalesforceSkills

Executive Briefing

Communicate at the C-suite level. AI produces one-pagers, executive summaries, and board-ready talking points that lead with outcomes and skip the technical depth.

Skill Details

Install this skill

Versionv1.0.0AuthorJorge ArteagaLicenseMITSections19

Works with

Claude CodeCursorWindsurf

When This Skill Owns the TaskWorkflow

Required Context to Gather FirstWorkflow

Before creating executive content, ask for or infer:

1
Executive's role and priorities — CEO, CFO, CTO, COO, or board? What are their known priorities?
2
Meeting context — First meeting, renewal discussion, executive sponsor alignment, or escalation?
3
Desired outcome — Get budget approval, secure executive sponsorship, advance the deal, or close?
4
What they already know — Have they been briefed before? What's their level of Salesforce familiarity?
5
Key message — What is the single most important thing they should leave with?
6
Supporting data — Do we have discovery findings, ROI data, or customer references to use?
7
Time available — 10-minute meeting, 30-minute briefing, or a leave-behind they'll read alone?

WorkflowWorkflow

1
Define the one key message — What is the single takeaway? If you can't say it in one sentence, you're not ready.
2
Identify the executive's lens — Map their role to the "What Executives Care About" table.
3
Choose the format — One-pager, talking points, email brief, or short deck?
4
Lead with the outcome — The first sentence answers "Why does this matter to them?"
5
Support with proof — One specific data point or customer reference.
6
State the ask clearly — What decision or action do you need from them?
7
Keep it ruthlessly brief — Every word that doesn't earn its place should be cut.

Core Frameworks

What Executives Care About (By Role)

The Executive Communication Formula

Code
OUTCOME FIRST:
  "[What changes for their business] — specifically [quantified or described result]."

PROOF:
  "[A customer they know or respect] achieved [result] using [capability]."

THE PROBLEM IT SOLVES:
  "Today, [specific business cost or risk]. With Salesforce, [specific change]."

THE ASK:
  "To move forward, we need [specific decision] by [date]."

Example (for a CFO):

"This initiative pays back in 14 months and generates an estimated $4.2M in net new value over 3 years — primarily through a 28% reduction in service costs and a 15% lift in rep win rates. We have a reference customer in your industry who saw similar numbers. We're asking for budget approval for Phase 1 at $[X] so we can start the implementation planning this quarter."

The One-Pager Formula

Structure a one-pager in exactly four sections:

┌─────────────────────────────────────────────────────┐
│  SECTION 1: THE BUSINESS CHALLENGE (2-3 sentences)  │
│  What specific business problem are we solving?     │
│  What's the cost of inaction?                       │
├─────────────────────────────────────────────────────┤
│  SECTION 2: THE PROPOSED SOLUTION (2-3 sentences)   │
│  What are we proposing? What does it do?            │
│  What's the implementation path?                    │
├─────────────────────────────────────────────────────┤
│  SECTION 3: THE VALUE (3-4 bullets)                 │
│  • [Quantified outcome 1]                           │
│  • [Quantified outcome 2]                           │
│  • ROI: [X]% | Payback: [Y] months                  │
├─────────────────────────────────────────────────────┤
│  SECTION 4: THE ASK (1-2 sentences)                 │
│  What decision is needed? By when?                  │
│  What happens next if yes?                          │
└─────────────────────────────────────────────────────┘

Output FormatTemplate

Executive One-Pager Template

MARKDOWN
# [Company Name] × Salesforce
**[Initiative Name]** | [Date] | Prepared by [SE Name] and [AE Name]

---

## The Business Challenge
[2-3 sentences: specific problem, business impact, cost of inaction]
*"[Optional: a quote from the economic buyer from discovery]*"

---

## The Proposed Solution
[2-3 sentences: what Salesforce is proposing, which products, and the implementation approach]
**Timeline:** Phase 1 live in [X] weeks. Full implementation in [Y] months.

---

## The Value

| Outcome | Current State | With Salesforce |
|---------|--------------|----------------|
| [Metric 1] | [Baseline] | [Target] |
| [Metric 2] | [Baseline] | [Target] |
| [Metric 3] | [Baseline] | [Target] |

**ROI:** [X]% over 3 years | **Payback:** [Y] months | **Net Value:** $[Z]M

---

## The Ask
[1-2 sentences: the specific decision needed, by when, and what happens next]

*Questions? [Contact info]*

Executive Meeting Talking Points

MARKDOWN
# Executive Meeting Prep — [Company Name]
**Meeting:** [Date] | **Exec:** [Name, Title] | **SE:** [Name] | **AE:** [Name]

## Meeting Goal
[One sentence: the single decision or outcome we need from this meeting]

## Their Priorities (Research)
- [Known priority 1 from public sources / discovery]
- [Known priority 2]
- [Known concern or risk to address]

## Opening Statement (30 seconds)
"[Name], thank you for making time. I'll be brief. We're here because [situation].
Based on what your team has told us, [complication]. We believe [resolution], and
we want your perspective on whether this aligns with your priorities."

## Three Points to Land

**Point 1: [Business outcome]**
→ Supporting data: [Stat or reference]
→ Why it matters to them specifically: [Connection to their role/priority]

**Point 2: [Risk or competitive context]**
→ Supporting data: [Stat or reference]
→ Why it matters to them specifically: [Connection]

**Point 3: [The ask]**
→ What we need: [Specific decision]
→ What happens next: [If yes, what are the next steps?]

## Questions to Ask
1. "[Open-ended question that surfaces their perspective]"
2. "[Question that validates or challenges our assumptions]"

## Objections to Prepare For
| Likely Objection | Prepared Response |
|-----------------|------------------|
| "[Objection]" | "[Response]" |

## Closing the Meeting
"Based on our conversation, does [proposed path] make sense to you?
What would you need to feel confident moving forward?"

Anti-PatternsReference

Scoring Rubric (80 Points)Reference

Cross-Skill IntegrationReference

TaskThis SkillDefer To
Write an executive one-pagerYes
Draft talking points for a C-suite meetingYes
Build a board-level summaryYes
Compress a 20-slide deck into an executive summaryYes
Build the full presentation deckNosf-se-presentation
Write a technical architecture documentNosf-se-whiteboard
Build the detailed ROI modelNosf-se-proof-of-value
RolePrimary FocusLanguage That LandsLanguage to Avoid
CEOStrategic differentiation, growth, competitive position"Market leadership," "competitive advantage," "10x the business"Architecture details, feature lists, implementation timelines
CFOROI, payback period, cost reduction, risk"Payback in [X] months," "reduce [cost] by [%]," "de-risk [initiative]"Capabilities without a price tag, anything without a number
CTO / CIOArchitecture, security, scalability, vendor risk"Enterprise-grade," "SOC 2 compliant," "integrates with [their stack]"Business jargon without technical substance
COOProcess efficiency, headcount leverage, operational risk"Automate [process]," "reduce [time] by [%]," "eliminate [manual step]"Strategic vision without operational specifics
Chief Revenue OfficerPipeline, win rate, forecast accuracy, rep productivity"Win rate up [%]," "[X] more deals per rep," "forecast error down"Anything that doesn't connect to revenue
BoardStrategy, risk, competitive moats, capital allocation"Market leadership," "revenue growth trajectory," "risk mitigation"Operational details, product features
Anti-PatternWhy It FailsFix
Starting with "Salesforce is the #1 CRM"Executives don't care about vendor rankings; they care about their problemsStart with their problem; earn the right to talk about Salesforce
Sending a 25-slide deck as the "executive summary"Executives don't read long documents; they skim until they lose interestOne page max; if you can't compress it, the message isn't clear yet
Leading with technology and featuresCFOs and CEOs buy outcomes, not platformsLead with the business outcome; mention the product only to explain how you get there
Vague asks ("Would love your thoughts")Doesn't drive a decision; the exec gives non-committal feedback and moves onAlways ask for a specific decision or action: "We need a yes/no on X by [date]"
Scheduling a 60-min executive briefing for a 20-min messageWastes their time; signals you can't editRequest the minimum time you need; be done in 80% of it
Using technical acronyms or product names without explanationExecutives turn off when they hit jargon they don't knowTranslate every product name: "Agentforce — our AI that can handle customer service calls"
Not doing your homework on the executive's prioritiesMisaligned message; executive feels like it's a generic pitchResearch 10-K, earnings calls, LinkedIn, and press releases before every executive meeting
CategoryPointsPass Criteria
Outcome Clarity25First sentence states a business outcome, not a product name
Brevity20One-pager fits one page; talking points are 3 points max
Role Alignment20Content is tailored to the specific executive's role and known priorities
Ask Specificity15A specific decision or action is requested with a timeline
SkillWhen to Use It
sf-se-presentationBuild the full deck that this briefing summarizes
sf-se-storytellingCraft the narrative that becomes the core of the briefing
sf-se-proof-of-valueSource the ROI and business case numbers
sf-se-stakeholder-mappingUnderstand the executive's role and influence before the meeting
sf-se-deal-strategyBuild the executive meeting into the broader win plan

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