---
name: role-archetype-mapping
description: >
  Name the target role archetype precisely — what each archetype actually does day-to-day,
  what credentials it requires, what tradeoffs it imposes, and where each archetype sits
  in the broader career landscape. Reference when choosing among targets (operator vs
  investor vs founder vs advisor vs board), preparing materials for a specific archetype,
  or sanity-checking that the archetype matches the user's actual goals. The mapping is
  the first move in trajectory design.
metadata:
  author: nirav
  version: "1.0"
compatibility: Designed for Claude Code
allowed-tools: Read
---

# Role Archetype Mapping — Choose From a Known Menu, Not Your Imagination

The most-common trajectory mistake is targeting an archetype based on its title, not its day-to-day work. The senior MD who pivots to "VC" because it sounded interesting, then discovers two years in that the work is actually 70% reading decks and writing memos and is unhappy. The right move is to know the archetype menu — what each role actually does, what credentials open it, what tradeoffs it imposes — and choose deliberately. This skill is the menu.

## Key Concepts

### The Biotech-Adjacent Career Archetypes (For an MD-Operator Trajectory)

| Archetype | Day-to-Day Work | Credential Path | Comp Range | Optionality |
|---|---|---|---|---|
| **Clinical Operator (Director, VP, CMO)** | Trial design, regulatory interaction, team leadership, board updates | Continued operating; CMO often requires SVP or Head-of step first | $250K–$1M+ all-in | High → CMO/founder/board paths |
| **Biotech Founder (Scientific or Operating)** | Pitch decks, hiring, board management, fundraising, every fire | Often a clinical or scientific specialty + the choice to start | $0–$300K base + significant equity | Highest variance |
| **Biotech VC Associate** | Deal screening, diligence support, portfolio updates, sourcing | Often analyst-track from consulting/finance/banking; sometimes operator-pivot | $150K–$300K + carry | Toward principal/partner over 5–10 years |
| **Biotech VC Principal/Partner** | IC participation, deal leadership, board service, sourcing | Usually post-associate or post-strong-operator track | $300K–$1M+ + carry | Toward general partner or back to operating |
| **Venture Partner** | Part-time advisor + occasional deal lead; often retains operator role | Senior operator credibility + warm relationship with firm | Modest cash + carry on deals you lead | Hybrid; preserves operator optionality |
| **EIR (Entrepreneur in Residence)** | Exploring startups inside a firm, often building one | Strong operator credibility + firm relationship | $200K–$400K base + future equity | Toward founder or operating role |
| **Operating Partner** | Advising portfolio companies; sometimes deal sourcing | Senior operator with broad network | $200K–$500K + carry on advised deals | Toward partner role or back to operating |
| **Independent Advisor** | Multiple part-time advisor roles; often equity-compensated | Senior operator credibility + reputation | Mostly equity; modest cash | Maximum flexibility |
| **Board Director** | 6–10 board meetings/year per board; governance, CEO support | Senior operator credibility + board readiness | $30K–$200K cash + equity per board | Compounds with multiple seats |

### The "Day in the Life" Test

For any archetype the user is considering, the most-leverage exercise is to interview 3–5 people doing it, asking explicitly:

1. What does your week actually look like?
2. What's the work you do that's invisible from the outside?
3. What's the meeting you dread, and what's the meeting you look forward to?
4. What surprised you about the role 12 months in?
5. What would you do differently if you were starting again?

The answers reveal the archetype as it actually is, not as it appears from the title.

### Cross-Cutting Dimensions

Beneath the archetype menu, several cross-cutting dimensions matter:

| Dimension | What It Means | Typical Spectrum |
|---|---|---|
| **Capital deployment vs operations** | Are you allocating capital or executing programs | Operator → Operating Partner → VC Partner |
| **Time horizon of feedback** | How long until you know if your decisions worked | Short (operator quarterly) → Long (VC 5–10 years) |
| **Cash vs equity weighting** | Where the upside lives | Operator (cash-heavy) → Founder (equity-heavy) |
| **Visibility / reputation** | How public the role is | Variable; founder/partner often most public |
| **Optionality preserved** | What doors stay open | Generalist roles preserve more; specialist roles compound |
| **Day-to-day energy demand** | Continuous high-intensity vs episodic | Founder (continuous) vs board director (episodic) |

### The Honest Self-Audit

For each archetype, an honest self-audit:

1. **What does the day-to-day demand?** Energy, type of work, social load
2. **What's the credential gap?** What's missing from your current stack
3. **What does the optionality look like?** What does this role prepare you for next
4. **What's the financial structure?** Cash vs equity, time-to-liquidity
5. **What's the social structure?** Solo, team, board-facing, founder-facing
6. **Honest energy match?** Some archetypes drain energy on rhythms that don't suit you

### Common Failure Modes

| Failure | Looks Like | Fix |
|---|---|---|
| Title-driven, not work-driven | "I want to be a VC partner" without knowing what partners actually do | Day-in-the-life interviews |
| Over-romanticized founder | Underestimating the operational reality | Talk to founders who failed, not just those who succeeded |
| Underestimating ramp-up | Expecting to be effective in 3 months in a new archetype | Plan for 12–24 month ramp-up to senior effectiveness |
| Ignoring energy fit | Targeting an archetype because it's prestigious, not because it suits you | The honest energy audit |
| Misreading optionality | Assuming a role preserves more options than it does | Check by examining what people in that role do *next* |

## Self-Coaching Track

**For your situation (MD → biotech VC/operator):**

1. **From the table, identify your top 3 target archetypes.** Be specific. Not "VC" but "early-stage biotech VC associate-to-principal track at a thesis-driven Series A/B fund."

2. **For each top-3 archetype, do day-in-the-life interviews.** Find 3 people in each archetype. Ask the 5 questions above. Take notes. The pattern across interviews reveals what the archetype actually is.

3. **Run the cross-cutting dimensions audit.** For each top-3 archetype, score on the dimensions table. Which dimensions are wins for you, which are losses?

4. **Run the honest self-audit.** For each archetype, score on energy match, social load, time-horizon tolerance. Be honest — the archetype that looks best on paper may not be the right energy fit.

5. **Triangulate to a primary target.** From the analysis, name the single archetype you're moving toward. You can have a backup, but the primary is what positioning serves.

6. **Cross-reference with `optionality-architecture`.** Even with a primary, evaluate which preserved options matter most.

## Teach / Mentor-Others Track

**When coaching a junior or peer through role-archetype mapping:**

1. **The menu reveals the universe.** Mentees often think in terms of 2–3 archetypes (the obvious ones). Show the full menu; the lesser-known archetypes (EIR, operating partner, venture partner) are sometimes the right answer.

2. **Force the day-in-the-life interviews.** This is the highest-leverage exercise and mentees often skip it. Insist on at least 2–3 per archetype before commitment.

3. **The cross-cutting dimensions reframe choice.** Mentees often think about choices in title terms ("do I want to be CMO or VC partner?"). Reframe to dimensional terms ("do you want short-feedback operating work or long-feedback capital deployment?").

4. **Coach against title-driven thinking.** A title is a label; the work is the work. Many mentees pick titles that don't match the work they want.

5. **The energy audit is uncomfortable but essential.** Mentees often resist this — they want to think in terms of capability ("can I do this?") rather than fit ("will this make me unhappy?"). Coach the fit question.

6. **Optionality misreading is common.** Some archetypes look like they preserve options but actually compound specialization. Coach the "what do people in this role do *next*" check.

## When This Applies

- Starting trajectory thinking when the target is unclear
- Re-evaluating an existing target ("I thought I wanted X, but I'm reconsidering")
- Preparing materials when uncertain which archetype to position toward
- Annual trajectory review

## Cross-Domain Connections

- **trajectory-design/optionality-architecture** — Archetype choice has option-set consequences
- **trajectory-design/skill-gap-analysis** — Once archetype is chosen, gap to it can be assessed
- **trajectory-design/pivot-sequencing** — Multi-year sequencing depends on archetype destination
- **personal-positioning/narrative-architecture** — Through-line is built around the chosen archetype
- **network-cultivation/ecosystem-mapping** — Map serves the chosen archetype
- **interview-mastery/vc-interview-prep, executive-interview-prep** — Format-prep depends on archetype