# Draft Confidential Information Memorandum > Guides drafting of a sell-side confidential information memorandum with core sections, management biographies, facility-level operating detail, capex categorization, and reconciliation of cross-source data discrepancies. - Skill: `finchipaiorg/draft-confidential-information-memorandum` (Agent Skill) - Install (CLI): `npx skillmds@latest add finchipaiorg/draft-confidential-information-memorandum` - Raw SKILL.md: https://api.skillmd.com/api/skills/finchipaiorg/draft-confidential-information-memorandum/raw - Safety review: pending - Works with: Claude Code, Claude.ai, OpenAI Codex - Category: Coding & Dev Tools - Author: FinchipAIOrg (https://skillmd.com/u/finchipaiorg) - Updated: 2026-09-22 - Page: https://skillmd.com/skills/finchipaiorg/draft-confidential-information-memorandum --- # Skill: Draft Confidential Information Memorandum ## 1. Subject-matter triage - Treat this as a sell-side drafting task for an industrial transaction memorandum, not a legal opinion. - Build the memorandum from the six source documents, resolving inconsistencies before drafting final prose. - If the source set contains multiple figures for the same metric, select one reconciled presentation and note the basis in-line or by footnote. - If a requested output file is named, that file is the primary deliverable and must be the operative memorandum, not a summary of it. ## 2. Failure modes the skill is correcting - Presenting financial or operating data from one source document without reconciling conflicts with other source documents, which leaves unresolved discrepancies that will be challenged in diligence and weaken credibility. - Omitting the distinction between maintenance capital expenditure and growth capital expenditure, which prevents buyers from understanding sustainable run-rate needs versus discretionary expansion investment. - Collapsing management into a generic team description instead of giving person-specific biographies for the key executives. - Describing facilities at a high level without the operational specifics buyers expect, including site footprint, occupancy status, equipment profile, and capacity utilization. - Drafting a polished CIM that reads well but leaves no trace of how cross-source conflicts were handled. ## 3. Legal frameworks / domain conventions that apply - A CIM is a transaction marketing document, so use standard disclosure conventions: confidentiality and use restriction, no-reliance / no-independent-verification language, and a clear transaction-purpose framing. - The document should read like a buyer-facing industrial information package: executive summary, company overview, products and services, facilities and operations, management team, customers and markets, growth opportunities, financial overview, and source reconciliation should be present in a conventional sequence. - Management bios should be individual and specific: name, title, tenure, and relevant background for each key executive, rather than a collective description. - Facility descriptions should be operationally useful: location, size, ownership or lease status, landlord if leased, major equipment, and utilization or capacity profile. - Financial discussion should separate reported performance from normalized presentation where relevant, and clearly distinguish maintenance capex from growth capex. - Cross-source reconciliation should be explicit enough that a buyer can see which number was used and why, with a brief note identifying the conflicting source materials and the reconciliation basis. ## 4. Analytical scaffolds - Start with the confidentiality notice and transaction-purpose disclaimer. - Draft the executive summary around the company’s investment appeal, business scale, and transaction context. - Present the company overview with founding history, organizational structure, and business model. - Break out products and services by line, using revenue attribution where the source documents support it. - For facilities and operations, write one subsection per site and include the operational attributes buyers use in diligence. - For management, write one biography per named executive and keep each biography tied to role-relevant experience. - For customers and markets, describe customer concentration and market position at an appropriate disclosure level. - For growth opportunities, tie each opportunity to facts in the source set and avoid generic expansion language. - For financial overview, present historical and projected performance only after reconciling conflicting source figures, and distinguish maintenance capex from growth capex in the narrative and any tables. - For source reconciliation, footnote disputed figures and state the basis for the selected presentation without overexplaining. ## 5. Vertical / structural / temporal relationships - Organize information from company-wide context down to segment, site, and person level so the reader can move from strategy to operations without gaps. - Preserve temporal clarity: distinguish historical results, current run-rate information, and forward-looking or planned initiatives. - When multiple source documents cover the same period, reconcile the period-specific metric before drafting adjacent narrative so the text and numbers align. - Where a facility or initiative changes over time, note whether the description reflects current status, planned changes, or historical conditions. - Keep capex and growth narrative aligned with the time horizon used elsewhere in the memorandum. ## 6. Output structure conventions - Produce a complete CIM in conventional memorandum form, suitable for a sell-side aerospace manufacturing transaction. - Use a clear, buyer-facing tone with concise headings and polished prose. - Include a confidentiality / disclaimer opening, executive summary, company overview, products and services, facilities and operations, management team, customers and markets, growth opportunities, financial overview, and source reconciliation notes. - Ensure each named executive receives a standalone biography. - Ensure each facility receives standalone operational detail, not a generic portfolio summary. - Distinguish maintenance capex from growth capex wherever capex is discussed. - When the source set conflicts, present the reconciled figure and note the source basis in a footnote or parenthetical. - Before finalizing, confirm the memorandum file is complete, non-empty, and contains the operative CIM content rather than a drafting outline.