Top 50 Business & Entrepreneurship AI Prompts 2026

Act as a strategic business consultant with 20 years of experience across B2B and B2C markets. Conduct a detailed SWOT analysis for [business name], which operates in [industry] and targets [customer segment].

Our current annual revenue is [revenue], we have [team size] employees, and our biggest competitor is [competitor name].

For each quadrant (Strengths, Weaknesses, Opportunities, Threats), provide 5 specific, evidence-based points — not generic observations. Then end with 3 strategic priorities that emerge directly from the analysis, each with a suggested 90-day action step.

Act as a market research analyst specialising in competitive intelligence. Map the competitive landscape for [our product/service] in the [industry] market.

Our product does [core value proposition] and our price point is [price].

Create a structured competitive map covering: (1) Direct competitors (same product, same customer), (2) Indirect competitors (different product, same need), (3) Substitutes (workarounds customers use today). For each category, list 3–5 players with their positioning, pricing model, and key differentiator. Then identify 2 gaps in the market our business could exploit.

Act as a startup mentor who has helped 50+ founders build and refine their business models. Complete a Business Model Canvas for [business name].

Here is what we do: [2–3 sentence business description]. Our customers are [target customer] and they pay us via [revenue model].

Fill in all 9 blocks of the Business Model Canvas: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. For each block, provide 3–5 specific points. Then flag the 2 blocks that represent our biggest risks and explain why.

Act as a brand strategist who writes value propositions for funded startups.

Our business: [business name] helps [target customer] who struggle with [problem] by providing [solution]. Unlike [main competitor], we [key differentiator].

Write 5 distinct value proposition statements in the format: "[Business name] helps [customer] [achieve outcome] without [pain point]." Each should be under 20 words, jargon-free, and specific. Then recommend the strongest one and explain why it will resonate best with our target customer.

Act as a startup advisor who has guided companies through pivots at Seed and Series A stage.

Current situation: [describe current business — product, customers, revenue, what's not working]. Proposed pivot: [describe the new direction]. Our remaining runway is [months] and team size is [size].

Evaluate this pivot across 5 dimensions: (1) Market opportunity, (2) Fit with existing assets (team, tech, customers), (3) Speed to revenue, (4) Competitive risk, (5) Execution complexity. Score each 1–5 and provide a clear recommendation — pivot, don't pivot, or pivot with modifications. If modifications, specify them.

Act as a venture capital analyst who sizes markets for investment decisions.

Our product: [product/service description]. Target customer: [customer type] in [geography]. Price point: [price per unit/year].

Build a bottom-up TAM calculation. Identify: (1) The number of potential customers in our target geography, (2) The realistic average annual contract value, (3) TAM = customers × ACV. Then calculate SAM (Serviceable Addressable Market — realistic given our current distribution) and SOM (Serviceable Obtainable Market — what we can realistically capture in 3 years at 15% market penetration). Show your working and cite the assumptions explicitly.

Act as a Chief of Staff who implements OKRs for fast-growing companies.

Our company stage: [stage]. This quarter's top priority: [main goal — e.g. reach $50k MRR, launch in new market, reduce churn below 2%]. Teams involved: [list teams].

Write a company-level OKR set for this quarter: 1 Objective and 3–4 Key Results. Key Results must be quantitative (measurable with a number), outcome-focused (not activity-based), and achievable in 90 days. Then cascade into team-level OKRs for each team listed, each with 1 Objective and 2–3 Key Results that directly support the company-level OKR.

Act as an operations director with experience in risk management for SMEs and startups.

Initiative: [describe the project or decision]. Timeline: [timeline]. Budget: [budget]. Team: [team size/composition].

Create a risk register with 10 risks. For each risk, provide: (1) Risk description, (2) Likelihood (High/Medium/Low), (3) Impact (High/Medium/Low), (4) Risk score (Likelihood × Impact), (5) Mitigation strategy, (6) Contingency plan if the risk materialises. Sort the register by risk score, highest first. Flag the top 3 risks that require immediate action before the initiative begins.

Act as a pitch coach who has helped founders raise over $200M in venture funding.

Business: [company name]. Problem: [describe the problem in 1–2 sentences]. Solution: [describe what you do]. Traction: [key metrics — revenue, users, growth rate]. Ask: [how much you're raising and for what].

Write a compelling pitch narrative (not bullet points — flowing prose) for a 10-slide investor deck covering: Problem, Solution, Market Size (TAM/SAM/SOM), Business Model, Traction, Go-To-Market, Team, Financials summary, The Ask, and Vision. Each slide section should be 2–3 sentences — crisp enough for a slide, compelling enough to prompt questions. Use the storytelling arc: status quo → villain (the problem) → hero (us) → new world.

Act as a founder who is excellent at investor outreach — concise, confident, and compelling without being pushy.

Investor context: [investor name] at [fund name], known for investing in [their focus area]. Our connection: [any mutual connection, portfolio company overlap, or relevant thesis alignment].

Our business: [one sentence]. Key traction: [one metric]. Stage: [pre-seed / seed / Series A]. Ask: [intro call / deck review / meeting].

Write a cold outreach email under 150 words. Structure: (1) Personalised opening referencing their portfolio or thesis, (2) One-sentence company description with the key traction number, (3) Why we think this is a fit for their portfolio, (4) Soft ask. No attachments mentioned. No buzzwords. Subject line included.

Act as a sceptical Series A venture capital partner who has seen 500+ pitches.

Our pitch summary: [paste your 3–5 sentence business summary]. Stage: [stage]. Asking for: [amount].

Generate the 15 hardest questions a VC would ask after this pitch. Include questions about: market size credibility, competitive moat, unit economics, customer acquisition cost, founder-market fit, team gaps, and exit potential. Then write a strong, confident 3–4 sentence answer to each question from my perspective as the founder. Don't soften the questions — make them genuinely challenging.

Act as a startup lawyer explaining a term sheet to a first-time founder in plain English.

Here is our term sheet: [paste the term sheet text]

Explain each clause in plain English (no legal jargon). For each major clause, explain: (1) What it means in practical terms, (2) Whether it is founder-friendly, investor-friendly, or standard, (3) What I should negotiate or clarify. Flag any clauses that are non-standard or particularly founder-unfavourable with a ⚠️. End with a 5-point negotiation checklist.

Act as a fundraising advisor who has helped 30+ founders close Seed and Series A rounds.

Current state: [revenue, team, product stage]. Target raise: [amount] at [stage]. Ideal close date: [date]. Current investors or notable advisors: [list].

Build a 6-month fundraising timeline with monthly milestones. Include: (1) Metrics we need to hit before approaching investors, (2) Investor list building phase, (3) Warm introduction strategy, (4) Pitch rehearsal and deck refinement phase, (5) First meetings and pipeline management, (6) Due diligence phase, (7) Term sheet and close. For each phase, specify the key deliverable and the person responsible.

Act as a business development professional who writes executive summaries that open doors.

Company: [name]. What we do: [one sentence]. Problem we solve: [problem]. Traction: [key metrics]. Team: [founders and relevant background]. Stage: [stage]. Ask: [what you need].

Write a one-page executive summary (400–500 words) covering: Company overview, Problem & Solution, Market opportunity, Business model, Traction & milestones, Team, and The Ask. Tone: confident and factual — no hype. Format it so a busy investor can scan it in 90 seconds and immediately understand what we do, why it matters, and why now.

Act as a founder who has been through YC and knows exactly what application reviewers look for.

Our company: [name]. Question prompt: [paste the exact application question]. Word limit: [word limit]. Our raw answer notes: [paste your rough thoughts or bullet points].

Write a polished, compelling response that: (1) Directly answers the question without filler, (2) Leads with the most impressive or unusual thing about us, (3) Is specific with numbers and timelines — no vague claims, (4) Sounds like a real founder wrote it, not a consultant, (5) Uses every word count available without padding. Avoid clichés like "we are disrupting" or "passionate team".

Act as a CFO for an early-stage SaaS/product business building a 12-month revenue forecast.

Current metrics: MRR = [MRR], monthly new customer additions = [number], average contract value = [ACV], monthly churn rate = [churn %]. Planned marketing spend increase: [amount/month] starting [month].

Build a 12-month revenue forecast with three scenarios: Base Case (current growth rate maintained), Bull Case (growth rate increases 20% from month 6), Bear Case (growth rate drops 30% from month 3). For each scenario show: monthly new customers, churned customers, total active customers, MRR, and cumulative ARR. Present as a month-by-month table. Highlight the month where we reach $[target MRR] in each scenario.

Act as a growth analyst who specialises in unit economics for subscription businesses.

Our numbers: Monthly marketing spend = [amount], new customers per month = [number], average monthly revenue per customer = [ARPU], gross margin = [%], average customer lifespan = [months].

Calculate: (1) CAC (Customer Acquisition Cost), (2) LTV (Lifetime Value) using ARPU × gross margin × average lifespan, (3) LTV:CAC ratio, (4) CAC Payback Period in months. Benchmark each metric against SaaS industry standards (e.g. LTV:CAC >3 is good, payback <12 months is strong). Identify which metric most urgently needs improvement and give 3 specific levers to improve it.

Act as a pricing strategist who has set pricing for B2B SaaS and consumer products.

Product: [product name and description]. Current price: [price]. Target customer: [customer type and company size if B2B]. Key competitors and their pricing: [competitor 1 and price, competitor 2 and price]. Our main differentiator: [differentiator]. Current conversion rate: [%].

Evaluate 4 pricing strategies for us: (1) Cost-plus, (2) Value-based, (3) Competitive, (4) Freemium/tiered. For each, explain the logic, what price point it suggests, and the pros and cons for our specific situation. Then recommend the optimal strategy with a specific price point and explain the revenue impact of moving from our current price to the recommended price at our current conversion rate.

Act as a turnaround CFO advising a startup on extending runway without cutting growth.

Current burn rate: [monthly burn]. Cash in bank: [cash]. Runway: [months]. Revenue: [MRR]. Biggest cost lines: [top 3 cost categories and amounts]. Team size: [headcount].

Provide a runway extension plan targeting [X] additional months. Generate 10 specific, actionable options across: (1) Cost reduction (without laying off core team), (2) Revenue acceleration (faster cash collection, new revenue lines), (3) Non-dilutive funding sources (grants, revenue-based financing, government schemes). For each option, estimate the monthly cash impact and implementation timeframe. Rank by impact-to-effort ratio.

Act as a financial analyst performing a break-even analysis for a small business.

Business type: [type]. Fixed monthly costs: [list: rent, salaries, software, etc. with amounts]. Variable cost per unit/sale: [amount]. Selling price per unit: [price].

Calculate: (1) Contribution margin per unit, (2) Contribution margin ratio, (3) Break-even point in units per month, (4) Break-even point in revenue per month. Then show break-even at 3 price points: current price, 10% higher, 20% higher. Create a sensitivity table showing how break-even units change if variable costs rise by 10% or 20%. Interpret what this means for our business in plain language.

Act as a CFO building a 6-month cash flow forecast for a new product launch.

Launch details: [product] launching [month]. Pre-launch costs: [development, inventory, marketing setup]. Expected monthly unit sales: Month 1 = [units], growing [X%] per month. Selling price: [price]. COGS per unit: [amount]. Monthly ongoing costs: [list]. Payment terms: [when customers pay].

Build a 6-month cash flow statement showing: Cash inflows (revenue collected), Cash outflows (COGS, operating expenses, one-time costs), Net cash flow per month, Cumulative cash position. Highlight the maximum cash deficit month and the month we turn cash-flow positive. Identify 2 scenarios that could delay cash-flow positivity by 60+ days.

Act as a CFO preparing a startup for financial due diligence ahead of a Series A funding round.

Our stage: [stage]. Revenue model: [SaaS / transactional / marketplace / etc.]. Current accounting software: [software]. Incorporated in: [jurisdiction].

Provide a complete financial due diligence preparation checklist organised into 6 categories: (1) Financial statements, (2) Revenue and customer data, (3) Cap table and equity, (4) Tax and compliance, (5) Contracts and commitments, (6) Banking and treasury. For each item, note whether it is typically requested in the first week or second week of due diligence, and flag the 5 items most frequently found to be incomplete or problematic.

Act as an operations manager writing an SOP for a growing small business.

Process to document: [describe the process — e.g. "onboarding a new B2B client"]. Who performs this process: [role]. Tools used: [list tools/software]. Current rough steps (optional): [your bullet points].

Write a complete SOP including: (1) Purpose and scope, (2) Prerequisites (what must be ready before starting), (3) Step-by-step instructions with numbered actions, (4) Decision points (if X then Y), (5) Quality checkpoints, (6) Common errors and how to avoid them, (7) Escalation path if something goes wrong. Format so a new employee with no prior context could complete the process independently on day one.

Act as a procurement manager helping a growing business evaluate vendors objectively.

We are evaluating vendors for: [what you're buying]. Budget: [budget]. Vendors being considered: [list vendor names]. Our most important requirements: [list 3–5 must-haves]. Secondary requirements: [list 2–3 nice-to-haves].

Create a weighted vendor evaluation matrix. Assign weights to each criterion based on importance (must-haves total 70% of weight, nice-to-haves 30%). Create a scoring table (1–5 scale for each criterion per vendor) with instructions on how to fill it in. Then provide 10 questions to ask each vendor during a demo or discovery call that will reveal the most important differentiators. Include 3 red flag responses to watch for.

Act as a customer success manager designing a high-retention onboarding sequence.

Product/service: [describe]. Time to first value (when does a customer first see results): [timeframe]. Most common early drop-off point: [where customers tend to disengage]. Customer type: [B2B or B2C, tech-savvy or not].

Design a Day 1 to Day 30 onboarding sequence. For each touchpoint, specify: (1) Day number, (2) Channel (email, in-app, call, SMS), (3) Goal of the touchpoint, (4) Message or content outline, (5) Success metric (what behaviour proves this touchpoint worked). Include the "aha moment" — the specific action that predicts long-term retention — and design the sequence to get every customer to that moment by Day 7.

Act as an executive coach who helps founders run efficient, high-output meetings.

Meeting type: [type — e.g. weekly leadership team meeting]. Duration: [duration]. Attendees: [roles]. Current agenda items we typically cover: [list]. The meeting's main purpose: [decisions / updates / problem-solving].

Design an optimised meeting agenda that: (1) Puts decisions before updates (most meetings do this backwards), (2) Assigns a time block and a facilitator to each item, (3) Specifies the desired output for each item (decision made / information shared / action assigned), (4) Includes a "parking lot" item, (5) Ends 5 minutes early to capture action items. Also provide 3 ground rules to introduce that will prevent the meeting from running over time.

Act as a business analyst designing a KPI dashboard for a founder-led company.

Business type: [SaaS / e-commerce / services / marketplace]. Stage: [revenue stage]. Team size: [size]. Current metrics we track (if any): [list]. Current reporting frequency: [daily / weekly / monthly].

Design a KPI dashboard with 3 tiers: (1) CEO/Founder daily metrics (max 5 numbers — the vital signs of the business), (2) Weekly leadership team metrics (max 15 KPIs across sales, product, operations, and finance), (3) Monthly board metrics (the 8 numbers that tell the full story). For each KPI, specify: name, definition, how to calculate it, what a good/bad reading looks like, and the data source. Flag the 3 KPIs that are most predictive of future growth.

Act as a lean operations consultant specialising in small business process improvement.

Process in question: [describe the process and its goal]. Current steps: [list the steps in order]. Known problem: [what symptom are you experiencing — delays, errors, rework]. Team doing this work: [roles involved]. Volume: [how often this process runs].

Apply the Theory of Constraints (TOC) to this process. Identify: (1) The most likely bottleneck step and why, (2) The root cause of the bottleneck (capacity, skill, information, handoff, or tool), (3) 3 immediate fixes that don't require hiring or major investment, (4) 2 longer-term solutions for permanent resolution. Then propose a simple measurement to confirm the bottleneck has been resolved.

Act as a COO advising a growing startup on build vs buy vs outsource decisions.

Function in question: [e.g. customer support, content marketing, bookkeeping, data analysis]. Current state: [who is doing it now and how]. Volume: [how much of this work exists per month]. Budget available: [amount]. Strategic importance: [is this core to our differentiation or support function?]

Evaluate 3 options: (1) Keep in-house and hire full-time, (2) Outsource to an agency or freelancer, (3) Use software/automation to reduce the need. For each option, provide: estimated monthly cost, time to implementation, quality risk, and strategic risk. Then give a clear recommendation with reasoning. Include 5 questions to ask any outsourcing candidate to evaluate quality before hiring.

Act as a VP of Marketing who has launched 10+ B2B SaaS products.

Product: [product name and description]. Target customer: [ICP — role, company size, industry]. Key problem solved: [problem]. Price: [price]. Launch date: [date]. Budget: [budget]. Team resources: [who we have].

Write a 90-day GTM plan in 3 phases: (1) Pre-launch (Days 1–30): build awareness and waitlist, (2) Launch week (Days 31–37): drive first customers, (3) Post-launch (Days 38–90): iterate and accelerate. For each phase, specify: channels, specific tactics, content needed, success metrics, and budget allocation. Include the ICP messaging framework: pain point, desired outcome, our mechanism, and proof point.

Act as a B2B sales strategist helping a startup define its Ideal Customer Profile.

Our product: [description]. Our best 3 current customers (if any): [describe them — size, industry, role of buyer]. Our worst-fit customers (if any): [describe why they were bad fits]. Our price point: [price].

Build a detailed ICP document covering: (1) Firmographic profile (industry, company size, geography, revenue), (2) Technographic profile (tools they likely use), (3) Trigger events (what happens that makes them ready to buy), (4) Buyer persona (title, goals, pain points, objections), (5) Economic buyer vs champion vs end user differentiation, (6) Disqualification criteria — who we should NOT sell to. End with a 1-paragraph ICP summary we can give to a new sales hire.

Act as a B2B sales copywriter who writes cold email sequences with 20%+ reply rates.

Target: [title and company type of the prospect]. Problem we solve for them: [specific problem]. Proof point: [a result or case study]. CTA: [what we want them to do — e.g. 15-min call].

Write a 5-email cold outreach sequence over 14 days. Email 1 (Day 1): personalised hook + pain point + soft CTA. Email 2 (Day 3): social proof / case study angle. Email 3 (Day 7): value-add (insight or resource) without asking for anything. Email 4 (Day 10): a different angle or use case. Email 5 (Day 14): honest breakup email. Each email: max 100 words, no buzzwords, one clear CTA, subject line included. Avoid "I hope this email finds you well" and all similar openers.

Act as a content marketing strategist who builds organic growth engines for B2B companies.

Company: [name]. Industry: [industry]. Target customer: [ICP]. Content goal: [brand awareness / lead generation / SEO traffic / thought leadership]. Team resources for content: [how many hours/week and who]. Current content: [what exists already].

Build a 3-month content strategy including: (1) 3 content pillars (core topic areas) with rationale, (2) Content formats to prioritise and why (blog, video, LinkedIn, newsletter, etc.), (3) A 12-week editorial calendar with 2 pieces of content per week — title, format, target keyword or topic, distribution channel, and goal for each piece, (4) The one "cornerstone" piece of content (guide/research/tool) that anchors the whole strategy. Include measurement framework: which metrics to track weekly.

Act as a customer marketing manager who is excellent at getting customers to share success stories.

Customer context: [customer name/company] has been using us for [duration] and achieved [specific result if known]. Our relationship: [describe — warm / new / power user]. What we want: [testimonial quote / video / written case study / G2 review].

Write 3 versions of a request: (1) Low-ask version (a short quote via email reply), (2) Medium-ask version (a 30-min case study interview), (3) High-ask version (a co-authored case study and logo use). Each should: feel personal not templated, lead with their success not our need, make the ask as easy as possible, and include a subject line. Also provide 5 specific questions to guide the case study interview.

Act as a brand strategist who builds messaging frameworks for funded startups.

Company: [name]. Mission: [mission statement or goal]. Target customer: [ICP]. Core problem solved: [problem]. Key differentiators: [3 things that set us apart]. Tone we want: [e.g. expert but approachable, bold, calm and trustworthy].

Create a brand messaging framework including: (1) Brand promise (one sentence), (2) Elevator pitch (30 seconds / ~75 words), (3) 3 messaging pillars with a 1-sentence definition and 3 proof points each, (4) Tone of voice guide with 4 attributes: what we are, what we're not, (5) 5 power phrases we own, (6) 5 words/phrases to avoid. Make it practical enough that a new marketing hire can use it on Day 1.

Act as a growth marketer who has designed referral programmes for consumer and B2B companies.

Our product: [description]. Customer type: [B2C or B2B]. Average customer LTV: [LTV]. Current CAC: [CAC]. Budget for referral rewards: [budget or % of LTV willing to spend]. Existing customer base: [number of customers].

Design a complete referral programme including: (1) Reward structure options (cash, credit, upgrade, gift — with pros and cons of each for our customer type), (2) The incentive economics (what reward keeps CAC below our current blended CAC), (3) The referral mechanic (how customers share — link, code, email), (4) The customer journey from referrer to referred, (5) The launch email to existing customers announcing the programme, (6) Success metrics to track in the first 90 days.

Act as a customer success director specialising in churn reduction for SaaS businesses.

Current monthly churn: [churn %]. Average customer lifespan: [months]. Most common churn reasons (if known): [list]. Customer segments: [describe your customer tiers or segments]. MRR at risk from churn: [amount].

Design a churn reduction campaign plan for the next 60 days targeting a [X%] reduction in churn. Include: (1) At-risk customer identification criteria (leading indicators of churn), (2) Proactive save playbook (what to do before they cancel), (3) Cancellation flow improvements (what to do when they click cancel), (4) Win-back sequence for recently churned customers (3-email sequence), (5) Product-side recommendations to reduce churn structurally. Prioritise interventions by expected MRR saved per hour invested.

Act as a talent acquisition specialist who writes job descriptions that attract top candidates and deter poor fits.

Role: [job title]. Company: [name and 1-line description]. Team it sits in: [team]. Reporting to: [manager title]. Must-have experience: [list 3–4 hard requirements]. Day-to-day responsibilities: [list main tasks]. What success looks like at 6 months: [describe]. Salary range: [range].

Write a job description that: opens with what makes this role exciting (not company history), uses specific outcomes instead of vague responsibilities ("own our outbound sales process and hit $X in pipeline per quarter" not "responsible for sales"), separates must-haves from nice-to-haves clearly, includes the salary range (to attract serious applicants and save time), and ends with a clear application process. Max 500 words.

Act as a hiring manager who runs structured interviews to reduce bias and predict on-the-job performance.

Role: [job title]. Key competencies required for success in this role: [list 4–5 competencies — e.g. strategic thinking, communication, ownership, data analysis]. Red flags we want to screen for: [list known failure modes for this role].

Create a structured interview question bank with 3 behavioural questions per competency (STAR format — Situation, Task, Action, Result). For each question, provide: (1) What a strong answer looks like, (2) What a weak answer looks like, (3) A follow-up probe question. Then provide 3 situational/scenario questions that test how the candidate would handle realistic challenges in this role. Total: 15–18 questions. Designed for a 60-minute interview with 2 interviewers.

Act as an HR consultant specialising in compensation for early-stage and growth-stage companies.

Role: [job title]. Location: [city and country]. Years of experience required: [range]. Company stage: [pre-revenue / seed / Series A / Series B]. Our philosophy: [pay at market / above market / below market with equity]. Budget constraint: [maximum base salary].

Provide: (1) A salary benchmarking framework — which data sources to use (levels.fyi, Glassdoor, LinkedIn Salary, Radford, local equivalents), (2) The typical total compensation range for this role at our stage, split into base salary, target bonus, and equity (% and vesting schedule), (3) A compensation philosophy statement we can use in job postings and offer conversations, (4) The 3 benefits most valued by candidates for this type of role beyond salary, (5) A script for the offer conversation to present compensation in the most compelling way.

Act as a people operations leader building a structured onboarding plan that accelerates new hire productivity.

New hire role: [title]. Their main responsibilities: [list]. Team they're joining: [team description]. Success at 90 days looks like: [describe the outcome you want by Day 90]. Key stakeholders they'll work with: [list roles].

Write a 30-60-90 day onboarding plan. For each phase, include: (1) Primary focus and mindset, (2) Specific learning objectives (what they must understand), (3) Specific relationship objectives (who they must meet and why), (4) Specific deliverable (what they produce to demonstrate progress), (5) Manager check-in questions for the end-of-phase 1:1. Day 90 deliverable should be a direct output of their role — not another "getting started" task.

Act as an HR director designing a lightweight but effective performance review process for a startup.

Company size: [headcount]. Review cadence wanted: [quarterly / semi-annual / annual]. Current process: [none / informal 1:1s / ad hoc]. Goals for the review process: [link to compensation / career development / performance improvement / all three].

Design a performance review framework including: (1) The 5 dimensions of performance to assess (specific to a startup context), (2) A rating scale (avoid 5-point scales — explain why), (3) A self-review template (8 questions, max 1 page), (4) A manager review template (8 questions, max 1 page), (5) A calibration process to ensure fairness across teams, (6) A conversation guide for delivering the review — what to say and in what order. Make it completable in under 2 hours per employee cycle.

Act as an executive coach who helps founders navigate difficult people conversations with clarity and empathy.

Situation: [describe the performance or behavioural issue specifically]. Context: [how long the issue has been present, any prior conversations]. Outcome wanted: [improvement plan / final warning / termination]. Employee tenure: [duration].

Write a structured conversation script for a 30-minute 1:1 meeting covering: (1) Opening (set the tone without small talk), (2) The issue (state it specifically and without judgement), (3) Impact (explain the business and team impact), (4) Listening (space for the employee's perspective), (5) The expectation going forward (specific and measurable), (6) Support offered (what you'll do to help), (7) Consequences (what happens if nothing changes), (8) Close (next steps and follow-up date). Also note what NOT to say and why.

Act as a VP of Partnerships who builds channel and integration partnerships for B2B software companies.

Our product: [description]. Our customer: [ICP]. Partnership goal: [distribution / integration / co-marketing / reseller]. Potential partner type: [type of company we want to partner with]. Our value to the partner: [what we offer them].

Build a partnership outreach plan including: (1) Criteria for an ideal partner (5 filters to qualify candidates), (2) A list of 10 specific company types or named companies to approach, (3) The partnership value proposition from their perspective (not ours), (4) An outreach email template under 120 words, (5) The 5 key points to align on in the first discovery call, (6) A simple one-page partnership term template covering the key commercial and operational elements.

Act as a market expansion consultant with experience helping companies enter new international or vertical markets.

Current market: [our current geography/vertical]. Target new market: [target geography or vertical]. Our product: [description]. Current revenue: [revenue]. Resource available for expansion: [budget and headcount].

Assess the new market entry across 6 dimensions: (1) Market size and growth rate, (2) Competitive intensity, (3) Regulatory and compliance considerations, (4) Product localisation required (language, features, pricing), (5) Go-to-market approach (direct sales / channel / self-serve), (6) Time and cost to first revenue. Score each 1–5 for attractiveness. Then provide a 3-step entry approach: Validate → Land → Expand, with specific milestones for each step.

Act as an M&A advisor who helps growth-stage companies identify and screen acquisition targets.

Our company: [name, industry, revenue]. Strategic rationale for acquisition: [technology / talent / customers / market access]. Budget: [amount available for acquisition]. Integration capacity: [how much integration complexity we can handle].

Build an acquisition screening framework including: (1) 8 criteria for an ideal target (financial, strategic, and operational), (2) Red flag criteria — 5 automatic disqualifiers, (3) A scoring matrix to evaluate candidates, (4) The 10 questions to ask in first conversations with potential targets (without revealing acquisition intent prematurely), (5) Key due diligence areas specific to our acquisition rationale, (6) A simple integration risk assessment checklist for the first 30 days post-acquisition.

Act as a founder who writes investor updates that are known for their transparency and clarity.

This month's data: MRR = [MRR] (vs last month: [MRR]). New customers: [number]. Churned customers: [number]. Cash in bank: [amount]. Runway: [months]. Top win: [describe]. Biggest challenge: [describe]. Ask of investors: [specific introductions, advice, or support needed].

Write a monthly investor update email in 400 words or less. Structure: (1) One-line summary of the month, (2) Key metrics table (MRR, growth %, churn, runway), (3) Wins — 2–3 bullet points, (4) Challenges — 1–2 bullet points, honest and specific, (5) Focus for next month, (6) Ask — specific and actionable. Tone: confident, transparent, and direct. Never spin bad news — investors who receive honest updates are more helpful than those who feel managed.

Act as a business lawyer explaining a commercial contract to a non-lawyer founder in plain English. Note: this is for educational orientation only and does not constitute legal advice.

Contract: [paste the contract text]

Summarise the key obligations on both sides in plain English. Identify: (1) What we are committing to do, (2) What the other party is committing to do, (3) Payment terms and penalties, (4) Liability and indemnification clauses — explain what each means practically, (5) IP ownership — who owns work product created, (6) Termination conditions, (7) Any clauses that are unusual or particularly one-sided. Flag the top 3 points to raise with our lawyer before signing.

Act as a data privacy consultant helping a startup understand their privacy compliance obligations.

Our business: [describe product]. Data we collect: [list types of personal data collected]. Users located in: [geographies — e.g. EU, UK, US, India]. Current privacy policy: [paste current policy or "none yet"].

Identify the privacy regulations that apply to us based on our user geographies and data types. For each regulation (e.g. GDPR, CCPA, DPDP Act for India), list: (1) Key obligations for a company at our stage, (2) What we must include in our privacy policy, (3) What user rights we must support (e.g. right to deletion, right to access), (4) Penalties for non-compliance. Then list the 5 most common privacy policy gaps for startups at our stage, and flag which gaps we likely have based on our description.

Act as a startup lawyer explaining co-founder agreements to first-time founders in plain English.

Our situation: [number of co-founders] co-founders, roughly [describe equity split being considered] split. Roles: [describe each co-founder's role]. We have been working together for [duration]. Raising money: [planning to raise / bootstrapping].

Explain the 10 most important topics a co-founder agreement must cover. For each topic: (1) Why it matters (the failure mode if you don't address it), (2) The standard approach used by most startups, (3) Key questions we must agree on before drafting. Pay particular attention to: equity vesting schedules (with cliff), IP assignment, decision-making rights, what happens if a co-founder leaves, and non-compete obligations. End with the 3 co-founder conversations to have before engaging a lawyer to draft the agreement.