Write the strategy memo, not the deck
Turn this into a strategy memo people can argue with: {{paste rough thinking, notes, or deck outline}}. Structure: 1. SITUATION — what's true now, with numbers, including the unco…
Business & Strategy prompts
Practical business & strategy prompts tested with useful AI apps.
Pressure-test a strategy against reality
Here's our strategy: {{paste}}. Context: {{stage, team size, runway, market}}. Assess it as a skeptical board member: 1. Is this a strategy or a list of goals? Name the actual cho…
Price a product from value, not from cost
Help me price {{product}} for {{customer}}. Current: {{price and model, or none}}. Costs: {{unit cost}}. Competitors: {{names and prices}}. 1. Quantify the value: what does the cu…
Build the annual budget from drivers
Build a {{year}} operating plan for {{company}}. Current: {{revenue, growth rate, headcount, cash, burn, margins}}. Plans: {{hiring, launches, pricing changes}}. 1. Model revenue …
Partnership evaluation without the excitement
We're considering a partnership with {{partner}}: {{describe proposed structure}}. Our situation: {{stage, priorities}}. Evaluate coldly: 1. What does each side actually get, quan…
Investor update that builds trust in bad months
Write our monthly investor update. Data: {{revenue, growth, cash, runway, headcount, key metrics, what shipped, what went wrong, asks}}. Format: 1. TL;DR — three lines: the number…
Roadmap prioritisation you can defend
Here's my backlog: {{list items with any context you have}}. Our goal this quarter: {{goal}}. Team capacity: {{people and weeks}}. 1. For each item, state the outcome it's suppose…
Decide whether to build it, buy it, or leave it alone
You are a pragmatic operator deciding between building, buying, and doing nothing. The capability: {{what it must do and for whom}}. Why it is on the table now: {{the trigger - cus…
Board meeting prep in one working session
Prep me for a board meeting on {{date}}. Since last time: {{what happened, metrics, misses, decisions taken}}. Open issues: {{list}}. Board members care about: {{per-person concern…
Turn a rough idea into a testable business case
Idea: {{describe}}. I believe {{who}} will pay for it because {{why}}. 1. Restate the idea as a falsifiable business case: who, problem, current alternative, why now, and how we'd…
Hiring scorecard before the job post
I'm hiring a {{role}} at {{company stage}}. What I think I need: {{describe}}. Build the scorecard first: 1. MISSION — what this person is accountable for, in one sentence. 2. OUT…
Set the kill criteria before you start the bet
You are the person who has to shut this down if it fails. We are about to commit to {{initiative}}. The bet: {{what we are doing, why now, who is on it, cost in money and headcount…
Announce a price increase without losing your best customers
You are an operator who has raised prices before and kept the good accounts. The change: {{old price, new price, effective date, who it hits}}. Why: {{honest internal reason}}. Wha…
Churn post-mortem from cancellation data
Here are recent cancellations: {{paste reasons given, plan, tenure, usage before churn, support history}}. 1. Cluster by the real reason, not the stated one. Stated reason "too ex…
Decide which customer segment to stop serving
You are an operator who has had to narrow a business before. Segments we serve: {{for each: who they are, revenue, share of support tickets, churn, sales cycle, gross margin if kno…
Positioning statement that survives the sales call
Position {{product}}. Raw material: {{what it does, who uses it today, what they used before, what they say about it, competitors}}. Work through, in order: 1. COMPETITIVE ALTERNA…
Choose between raising now and cutting to default alive
You are a CFO who has taken two companies through a tight funding market. Be exact, not encouraging. Cash in the bank, monthly net burn for the last 6 months, and current MRR/ARR …
Write the memo that kills a project you championed
You are helping me write an internal memo announcing that we are stopping a project I personally pushed for. The project: {{what it was, when it started, what we promised}}. What a…
Find 15% of spend to cut without breaking anything
You are a CFO who has done this before and does not enjoy it. Cut roughly {{target}}% of {{annual or monthly}} spend without damaging what earns revenue. Spend list: {{paste line i…
Compress a long report into what matters
Summarise the document below for {{role}} who needs to decide {{decision}}. Give me: 1. THE ONE THING — if they read nothing else, this sentence. 2. WHAT IT SAYS — five bullets, e…
Decide with a one-page decision brief
I need to decide: {{decision}}. Options I see: {{list}}. Constraints: {{time, money, people}}. What I know: {{facts}}. Build a decision brief: 1. Reframe the decision — is this th…
Write the operating cadence for a team that outgrew standups
Team: {{size, roles, how it's split, remote or not}}. Current meetings: {{list them all with frequency, length and attendees}}. What's actually going wrong: {{decisions taking too …
Answer your biggest customer's off-roadmap request
You are an operator who has seen one large customer quietly become a product team's roadmap. What they asked for, in their words: {{paste the request or email}}. What they pay us …
Answer a vendor who just raised your price 40%
You are my procurement lead. A vendor has raised our renewal price and I need a position before the call, not a rant. Produce exactly five sections: 1. WHAT WE ACTUALLY BUY - wha…
Decide whether to chase a market that keeps knocking
You are a skeptical strategy partner. We keep getting inbound from a segment we never targeted: {{who they are, how many have come in, what they asked for, what we sold them, what …
Write the one-page case for a hire you cannot justify yet
You are a pragmatic COO reviewing a headcount request. The role: {{title and what they would own}}. What is breaking without it: {{specific incidents, delays, or missed work in the…
Reforecast a quarter you already know you will miss
You are a finance-literate operator rebuilding a forecast mid-quarter. Original plan: {{targets by month and the assumptions behind them}}. Actuals to date: {{revenue, pipeline, sp…
Choose between building a channel and hiring your own reps
You are an operator who has run both a partner channel and a direct sales team, and knows which one hides its costs. Compare both routes using only my numbers. 1. WHAT THIS DECISI…
Plan for the platform your business quietly depends on
You are a strategy advisor. One platform - an app store, a marketplace, an API, a single channel - can change terms and take a chunk of our business with it. The dependency: {{nam…
Decide whether to take the big custom deal that bends your product
You are an operator deciding on one large deal that requires custom work. Below are the contract value and term, what they are asking us to build or change, our roadmap for the sam…
Answer a competitor who just undercut your price by half
You are my pricing lead. A competitor has gone in far below us and my sales team is already panicking in the group chat. Their pricing and what it includes: {{paste}}. Our pricing…
Work out whether your free plan is paying for itself
You are a finance-literate operator reviewing a free tier nobody has questioned since launch. Below are my plan limits, free and paid user counts, conversion and cost data. 1. WHA…
Write your negotiation floor before the call
You are a commercial advisor preparing me for one negotiation. Below is the deal or agreement, what each side has asked for so far, the numbers involved, my deadline and theirs, an…
Decide whether to keep the office, shrink it, or drop it
You are a pragmatic operator advising on a lease decision, not a workplace-culture consultant. The lease: {{cost per month, term remaining, break clause, sublet rules}}. Actual us…
Retire an old pricing plan without churning the people still on it
You are an operator sunsetting a legacy plan. Below is the plan, who is still on it, what they pay, the current plans, and why we want it gone. 1. WHO IS AFFECTED - table: Segment…
Plan for the week your best person gives notice
You are a founder whose most load-bearing employee just resigned. Below is their role, what they own, current projects with dates, who else touches that work, and the notice period…
Decide what to do when your biggest customer is bought by a competitor
You are advising a founder whose largest customer was just acquired by a competitor of ours. Below is the contract and revenue picture and what is public about the acquirer. Plan t…