CTO input supports a higher counter because the IP moat is meaningful.

Summary: CTO valuation ambition conflicts with CFO runway and cash constraints.

CFO input limits how long the negotiation can remain open.

Summary: A slow process increases CHRO retention risk for key engineering talent.

Ask above the CFO ceiling but set a fast deadline and walk-down logic.

The 7 month runway makes delay costly and should shape the deadline.

Proceed with a counter that acknowledges 7 month runway and cash limits.

Retention incentives are required before the market reads uncertainty.

Final recommendation integrates valuation, deadline, and retention plan.

Open at 3.2x with a board-approved walk-down floor near 2.6x.

Force a decision inside 45 days to preserve cash runway and reduce retention risk.

Offer retention grants and role clarity for critical engineering leaders.

As CEO, a competitor offers 2.3x valuation. Reconcile contradictory advisor views from the CTO, CFO, and CHRO into a single strategy: counter_offer, deadline, and retention_plan. Advance phase through execution, log multiple conflicts with typed resolutions, and maintain a dense reasoning_log across turns.

All three agent_reports present (dev, finance, hr)

>=2 conflicts_identified referencing advisors

conflict_resolutions entry includes resolution_type

final_recommendation has counter_offer, deadline, retention_plan

reasoning_log >=5 entries with distinct turn values

Engineering readout: feature branch merged, canary healthy, load tests within SLO. Residual risk: third-party API quota - mitigation: cache + backoff.

(Task focus: Assess IP leverage and technical moat.

CONFIDENTIAL: Our stack is ~18 months ahead; acquirer cannot replicate quickly - strategic ask should be ~3.5x with extended IP lock-up.)

HR sign-off: on-call roster staffed for the target window; contingent workers briefed. Policy check: overtime pre-approved for the T-48h window only.

(Task focus: Assess retention risk and people constraints.

CONFIDENTIAL: Key engineering talent has competing offers; ~60% retention risk if the process drags beyond 90 days without retention incentives.)

Finance: launch opex within Q envelope; contingency fund intact. ROI breakeven projected at 10 weeks post-launch under base case.

(Task focus: Assess cash runway and valuation ceiling.

CONFIDENTIAL: Cash runway ~7 months at current burn; board unlikely to approve 3.5x ask - realistic ceiling ~2.6x without new financing.)


The cto case implies we should not fold to 2.3x without a premium for IP.

Summary: CTO's strategic premium clashes with cfo and finance on cash runway and board limits.

Finance and cash runway cap how long we can posture before credibility breaks.

Summary: A drawn-out haggle raises chro and hr risk as competing offers come due.

Pursue a structured counter: higher opening ask with a board-mandated walk-down to 2.6x floor.

A 7 month cash runway means every extra week in diligence burns optionality and cash.

Choose a path that fits both the 7 month cash runway and board finance constraints.

chro: retention grants must land before the team interprets delay as a leadership stall.

Synthesize cto, cfo, and chro inputs into one executable counter, timeline, and people plan.

Start at 3.15x with a staged retreat toward 2.65x if diligence stays clean.

Cap negotiations at 50 days: balance hr timelines with cash runway and burn.

Retention bonuses plus explicit reporting lines for VPs in core product.

Engineering readout: feature branch merged, canary healthy, load tests within SLO. Residual risk: third-party API quota - mitigation: cache + backoff.

(Task focus: Map product/IP defensibility and engineering dependency risk in the target.

CONFIDENTIAL: Our stack is ~18 months ahead; acquirer cannot replicate quickly - strategic ask should be ~3.5x with extended IP lock-up.)

HR sign-off: on-call roster staffed for the target window; contingent workers briefed. Policy check: overtime pre-approved for the T-48h window only.

(Task focus: Quantify people flight risk and retention levers for critical engineering staff.

CONFIDENTIAL: Key engineering talent has competing offers; ~60% retention risk if the process drags beyond 90 days without retention incentives.)

Finance: launch opex within Q envelope; contingency fund intact. ROI breakeven projected at 10 weeks post-launch under base case.

(Task focus: Model valuation bands against board-approved cash and runway headroom.

CONFIDENTIAL: Cash runway ~7 months at current burn; board unlikely to approve 3.5x ask - realistic ceiling ~2.6x without new financing.)


Dev leadership sees differentiated tech, so a weak counter cedes leverage too early.

Summary: Engineering (cto) wants a high counter; finance (cfo) caps what cash runway allows.

CFO: board cannot fund an endless auction with only about 7 month runway in reserve.

Summary: chro and cto both warn: delay past the HR window erodes the engineering team.

Use a time-boxed process: name a number above cfo’s ceiling, then step down on a defined clock.

Runway and cash pressure force a firm deadline, not an open-ended beauty contest.

Commit: respect runway and cash reality while still pressing for a fair tech premium.

hr signals that clarity on roles and comp must precede a public counter narrative.

Close the loop: a bounded counter, a calendar-driven deadline, and a retention package.

Signal 3.25x as the opening position with board ratified walk-down rights.

Close or exit talks within 40 days; 7 month runway does not allow drift.

Two-tier retention: cash now for chro-priority staff, earn-outs for the rest.

Engineering readout: feature branch merged, canary healthy, load tests within SLO. Residual risk: third-party API quota - mitigation: cache + backoff.

(Task focus: Report whether technical differentiation justifies a premium vs the 2.3x bid.

CONFIDENTIAL: Our stack is ~18 months ahead; acquirer cannot replicate quickly - strategic ask should be ~3.5x with extended IP lock-up.)

HR sign-off: on-call roster staffed for the target window; contingent workers briefed. Policy check: overtime pre-approved for the T-48h window only.

(Task focus: Clarify CHRO's view on 90-day people risk and hiring-market pressure.

CONFIDENTIAL: Key engineering talent has competing offers; ~60% retention risk if the process drags beyond 90 days without retention incentives.)

Finance: launch opex within Q envelope; contingency fund intact. ROI breakeven projected at 10 weeks post-launch under base case.

(Task focus: Clarify how many months of runway remain if we stretch price or drag timing.

CONFIDENTIAL: Cash runway ~7 months at current burn; board unlikely to approve 3.5x ask - realistic ceiling ~2.6x without new financing.)


CTO input supports a higher counter because the IP moat is meaningful.

CFO input limits how long the negotiation can remain open.

Ask above the CFO ceiling but set a fast deadline and walk-down logic.

The 7 month runway makes delay costly and should shape the deadline.

Proceed with a counter that acknowledges 7 month runway and cash limits.

Retention incentives are required before the market reads uncertainty.

Final recommendation integrates valuation, deadline, and retention plan.

Anchor at 3.1x, allow acquirer to meet near 2.7x with accelerated diligence.

45-day triage: align cfo cash tests with cto and chro risk windows.

Milestone-based retention: pay at signing, 90d, and close for key dev talent.

Engineering readout: feature branch merged, canary healthy, load tests within SLO. Residual risk: third-party API quota - mitigation: cache + backoff.

(Task focus: Synthesize the CTO view on product moat and technical integration costs.

CONFIDENTIAL: Our stack is ~18 months ahead; acquirer cannot replicate quickly - strategic ask should be ~3.5x with extended IP lock-up.)

HR sign-off: on-call roster staffed for the target window; contingent workers briefed. Policy check: overtime pre-approved for the T-48h window only.

(Task focus: Synthesize the CHRO view on retention, titles, and cultural integration risk.

CONFIDENTIAL: Key engineering talent has competing offers; ~60% retention risk if the process drags beyond 90 days without retention incentives.)

Finance: launch opex within Q envelope; contingency fund intact. ROI breakeven projected at 10 weeks post-launch under base case.

(Task focus: Synthesize the CFO view on the ceiling the board can defend with current cash.

CONFIDENTIAL: Cash runway ~7 months at current burn; board unlikely to approve 3.5x ask - realistic ceiling ~2.6x without new financing.)


The cto case implies we should not fold to 2.3x without a premium for IP.

Finance and cash runway cap how long we can posture before credibility breaks.

Pursue a structured counter: higher opening ask with a board-mandated walk-down to 2.6x floor.

A 7 month cash runway means every extra week in diligence burns optionality and cash.

Choose a path that fits both the 7 month cash runway and board finance constraints.

chro: retention grants must land before the team interprets delay as a leadership stall.

Synthesize cto, cfo, and chro inputs into one executable counter, timeline, and people plan.

Engineering readout: feature branch merged, canary healthy, load tests within SLO. Residual risk: third-party API quota - mitigation: cache + backoff.

(Task focus: CTO: outline minimum acceptable tech valuation given integration complexity.

CONFIDENTIAL: Our stack is ~18 months ahead; acquirer cannot replicate quickly - strategic ask should be ~3.5x with extended IP lock-up.)

HR sign-off: on-call roster staffed for the target window; contingent workers briefed. Policy check: overtime pre-approved for the T-48h window only.

(Task focus: CHRO: outline retention and communication needs if diligence slips past the HR window.

CONFIDENTIAL: Key engineering talent has competing offers; ~60% retention risk if the process drags beyond 90 days without retention incentives.)

Finance: launch opex within Q envelope; contingency fund intact. ROI breakeven projected at 10 weeks post-launch under base case.

(Task focus: CFO: outline a pricing corridor consistent with 7 month runway and board guardrails.

CONFIDENTIAL: Cash runway ~7 months at current burn; board unlikely to approve 3.5x ask - realistic ceiling ~2.6x without new financing.)


Dev leadership sees differentiated tech, so a weak counter cedes leverage too early.

CFO: board cannot fund an endless auction with only about 7 month runway in reserve.

Use a time-boxed process: name a number above cfo’s ceiling, then step down on a defined clock.

Runway and cash pressure force a firm deadline, not an open-ended beauty contest.

Commit: respect runway and cash reality while still pressing for a fair tech premium.

hr signals that clarity on roles and comp must precede a public counter narrative.

Close the loop: a bounded counter, a calendar-driven deadline, and a retention package.

Engineering readout: feature branch merged, canary healthy, load tests within SLO. Residual risk: third-party API quota - mitigation: cache + backoff.

(Task focus: CTO: stress-test whether acquirer can credibly match our roadmap without the team.

CONFIDENTIAL: Our stack is ~18 months ahead; acquirer cannot replicate quickly - strategic ask should be ~3.5x with extended IP lock-up.)

HR sign-off: on-call roster staffed for the target window; contingent workers briefed. Policy check: overtime pre-approved for the T-48h window only.

(Task focus: CHRO: flag key engineers whose departure would void strategic upside from the deal.

CONFIDENTIAL: Key engineering talent has competing offers; ~60% retention risk if the process drags beyond 90 days without retention incentives.)

Finance: launch opex within Q envelope; contingency fund intact. ROI breakeven projected at 10 weeks post-launch under base case.

(Task focus: CFO: frame downside if we overpay vs observed comps and our burn profile.

CONFIDENTIAL: Cash runway ~7 months at current burn; board unlikely to approve 3.5x ask - realistic ceiling ~2.6x without new financing.)


Assess cash runway and valuation ceiling.

Assess retention risk and people constraints.

CTO input supports a higher counter because the IP moat is meaningful.

CFO input limits how long the negotiation can remain open.

Ask above the CFO ceiling but set a fast deadline and walk-down logic.

The 7 month runway makes delay costly and should shape the deadline.

Proceed with a counter that acknowledges 7 month runway and cash limits.

Retention incentives are required before the market reads uncertainty.

Final recommendation integrates valuation, deadline, and retention plan.


Map product/IP defensibility and engineering dependency risk in the target.

Model valuation bands against board-approved cash and runway headroom.

Quantify people flight risk and retention levers for critical engineering staff.

The cto case implies we should not fold to 2.3x without a premium for IP.

Finance and cash runway cap how long we can posture before credibility breaks.

Pursue a structured counter: higher opening ask with a board-mandated walk-down to 2.6x floor.

A 7 month cash runway means every extra week in diligence burns optionality and cash.

Choose a path that fits both the 7 month cash runway and board finance constraints.

chro: retention grants must land before the team interprets delay as a leadership stall.

Synthesize cto, cfo, and chro inputs into one executable counter, timeline, and people plan.


Report whether technical differentiation justifies a premium vs the 2.3x bid.

Clarify how many months of runway remain if we stretch price or drag timing.

Clarify CHRO's view on 90-day people risk and hiring-market pressure.

Dev leadership sees differentiated tech, so a weak counter cedes leverage too early.

CFO: board cannot fund an endless auction with only about 7 month runway in reserve.

Use a time-boxed process: name a number above cfo’s ceiling, then step down on a defined clock.

Runway and cash pressure force a firm deadline, not an open-ended beauty contest.

Commit: respect runway and cash reality while still pressing for a fair tech premium.

hr signals that clarity on roles and comp must precede a public counter narrative.

Close the loop: a bounded counter, a calendar-driven deadline, and a retention package.


Synthesize the CTO view on product moat and technical integration costs.

Synthesize the CFO view on the ceiling the board can defend with current cash.

Synthesize the CHRO view on retention, titles, and cultural integration risk.

CTO input supports a higher counter because the IP moat is meaningful.

CFO input limits how long the negotiation can remain open.

Ask above the CFO ceiling but set a fast deadline and walk-down logic.

The 7 month runway makes delay costly and should shape the deadline.

Proceed with a counter that acknowledges 7 month runway and cash limits.

Retention incentives are required before the market reads uncertainty.

Final recommendation integrates valuation, deadline, and retention plan.


CTO: outline minimum acceptable tech valuation given integration complexity.

CFO: outline a pricing corridor consistent with 7 month runway and board guardrails.

CHRO: outline retention and communication needs if diligence slips past the HR window.

The cto case implies we should not fold to 2.3x without a premium for IP.

Finance and cash runway cap how long we can posture before credibility breaks.

Pursue a structured counter: higher opening ask with a board-mandated walk-down to 2.6x floor.

A 7 month cash runway means every extra week in diligence burns optionality and cash.

Choose a path that fits both the 7 month cash runway and board finance constraints.

chro: retention grants must land before the team interprets delay as a leadership stall.

Synthesize cto, cfo, and chro inputs into one executable counter, timeline, and people plan.


CTO: stress-test whether acquirer can credibly match our roadmap without the team.

CFO: frame downside if we overpay vs observed comps and our burn profile.

CHRO: flag key engineers whose departure would void strategic upside from the deal.

Dev leadership sees differentiated tech, so a weak counter cedes leverage too early.

CFO: board cannot fund an endless auction with only about 7 month runway in reserve.

Use a time-boxed process: name a number above cfo’s ceiling, then step down on a defined clock.

Runway and cash pressure force a firm deadline, not an open-ended beauty contest.

Commit: respect runway and cash reality while still pressing for a fair tech premium.

hr signals that clarity on roles and comp must precede a public counter narrative.

Close the loop: a bounded counter, a calendar-driven deadline, and a retention package.