BusinessDesigners

Act as a venture strategist. Based on this rough idea or market: [insert], identify 3 possible 'wedges' — narrow, sharp entry points where a small team could win against incumbents. For each, describe who it serves, what it replaces, and why it could grow from there. Present as 3 wedge cards: Wedge, Who, Replaces, Path to bigger.

Act as a business designer. For this opportunity: [insert], write a sharp 'why now' narrative. Cover: what changed in the world (tech, behaviour, regulation, cost), why this wasn't possible 3 years ago, and why it'll be too late in 3 more. Output as a 1-paragraph thesis followed by 3 supporting forces.

Act as a startup strategist. Turn this idea: [insert] into a single-sentence business hypothesis using the format: 'We believe [audience] will [behaviour] because [insight], and we'll know we're right when [signal].' Then list the top 3 assumptions baked into that hypothesis. Present as: Hypothesis, then Assumptions list.

Act as a business designer. Take this problem area: [insert] and pressure-test whether it's a real, urgent, frequent, painful problem. Score it 1–10 on each of: Real, Urgent, Frequent, Painful. Add a short justification per score and a final 'Worth solving?' verdict with reasoning. Present as a scorecard table with a final verdict row.

Act as a venture coach. Given this founder background: [insert] and this opportunity: [insert], assess founder-market fit. Identify: 3 unfair advantages, 3 blind spots, and 1 brutal honest take on whether this is the right founder for this problem. Present as: Advantages, Blind Spots, Verdict.

Act as a market analyst. Size the market for [insert product/service] using a bottoms-up approach. Calculate: TAM (total addressable market), SAM (serviceable addressable market), and SOM (realistic 3-year capture). Show your assumptions, units, and sources. Present as a table: Layer, Size, Calculation, Assumptions.

Act as a competitive analyst. For [insert category], map out 5–7 direct, indirect and potential competitors. For each, capture: positioning, pricing model, key strengths, key weaknesses, and what they ignore. End with a 2x2 positioning map suggestion (e.g. price vs ease, depth vs breadth) and where the white space is.

Act as a strategy consultant. Given these incumbents: [insert], identify the structural reasons they can't respond to [insert disruptive idea]. Cover: revenue cannibalisation, org structure, channel conflicts, cost base. Present as: Incumbent, Structural Block, Why They Can't Respond, How Long Until They Do.

Act as a business strategist. For this idea: [insert], find 3 analogous businesses in adjacent or unrelated industries that solved a similar shape of problem. For each, describe: what they did, why it worked, and what we should steal or adapt. Present as 3 analogue cards.

Act as a strategy consultant. Run a quick Porter's Five Forces analysis for [insert market]. Score each force (Buyer Power, Supplier Power, Threat of New Entrants, Threat of Substitutes, Industry Rivalry) low/medium/high with a 1-line rationale. Conclude with: structural attractiveness verdict and 2 strategic implications. Present as a table: Force, Score, Rationale.

Act as a JTBD strategist. For [insert product/category], write the core Job-to-Be-Done in the format: 'When [situation], I want to [motivation], so I can [outcome].' Then list: 3 functional jobs, 3 emotional jobs, 3 social jobs. End with what they're currently 'firing' to hire your solution.

Act as a B2B business designer. For [insert product] sold into [insert org type], map the decision-making unit. Identify: Economic Buyer, Champion, End User, Beneficiary, Blocker. For each, capture: their job title, what they care about, what they fear, and what unlocks their support. Present as a table.

Act as a pricing researcher. Design a lightweight willingness-to-pay study for [insert product] aimed at [insert audience]. Include: Van Westendorp price sensitivity questions, a Gabor-Granger walk-up test, and 2 qualitative probes about value perception. Present as a structured interview/survey script.

Act as a business designer trained in The Mom Test. Write a 30-minute problem interview guide for [insert audience] about [insert problem area]. Avoid leading or pitch-y questions. Probe past behaviour, workarounds, money already spent, and emotional charge. Include: warm-up, behavioural questions, money questions, and ending. Present as a numbered guide.

Act as a business designer. Based on these interviews and observations: [insert], build a customer insight map covering: jobs, pains, gains, current solutions, switching triggers, and dealbreakers. End with 3 'so what' implications for the business model. Present as a structured insight doc.

Act as a business designer. Draft a Business Model Canvas for [insert idea]. Fill in all 9 blocks: Customer Segments, Value Proposition, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partners, Cost Structure. For each block, give 2–3 specific entries (not generic). End with 3 risky blocks that need testing first.

Act as a monetisation strategist. For [insert product/service], propose 4 alternative revenue models (e.g. subscription, transactional, marketplace take rate, freemium, usage-based, licensing). For each: how it works, who it suits, key risks, and an example company using it. Recommend the strongest one with reasoning. Present as a comparison table.

Act as a SaaS pricing strategist. Design a 3-tier pricing structure for [insert product] aimed at [insert audience]. For each tier: name, price point, target buyer, included features, key constraint, and upgrade trigger. Justify the price points using value-based reasoning. End with 2 packaging risks. Present as a pricing table plus rationale.

Act as a business designer. For this business model: [insert], calculate baseline unit economics: CAC, LTV, gross margin %, payback period, and contribution margin per unit. Use stated or assumed numbers (flag assumptions clearly). Then run 3 sensitivity scenarios (best, base, worst). Present as a unit economics table plus 3 scenario columns.

Act as a business strategist. For [insert industry/product], map the margin stack: who captures value at each step from raw input to end customer. Identify: where margin pools sit today, where they're shifting, and where we could insert ourselves to capture disproportionate margin. Present as a value-chain diagram description plus a margin-shift narrative.

Act as a business strategist. For [insert product], propose 5 ways to design healthy switching costs and lock-in (e.g. data network effects, integrations, habit formation, certification, social graph). For each: how it works, how strong it is, and how easy it is to build. Present as a switching cost table.

Act as a lean strategist. For [insert business idea], list every assumption baked into the model (desirability, feasibility, viability). Then rank them by: a) how risky if wrong, b) how cheap to test. Plot them on a 2x2 mental model and identify the top 3 to test first. Present as: Assumption list, Ranked top 3, with test priority justification.

Act as a lean validation expert. For this assumption: [insert], design the smallest, fastest, cheapest test that could disprove it. Include: test type (smoke test, concierge, Wizard of Oz, fake door, etc.), what you'll measure, success threshold (specific number), failure threshold, time to run, cost to run. Present as a 1-page test card.

Act as a growth designer. Plan a landing page smoke test for [insert product]. Include: headline + subhead options (3 each), 3 value props, CTA copy, social proof placeholder, and the success metric (e.g. 5% visitor-to-email-capture conversion). Suggest paid traffic source, target audience, and budget. Present as a one-page test plan.

Act as a venture validator. Run an end-to-end pressure-test of [insert idea] across these dimensions: problem, audience, willingness-to-pay, market size, competition, business model, channels, defensibility, founder fit, regulatory risk. Score each 1–10 with rationale, then give a final verdict: Pursue, Pivot, or Park. Present as a scorecard table ending with the verdict.

Act as a business designer. Based on these test results: [insert], write a decision memo. Include: what we tested, what we learned, what surprised us, what changed in our thinking, and the next decision (Persevere, Pivot, Pause, Kill). Justify in plain language.

Act as a positioning strategist. For [insert product], write 5 one-line pitch options using different formats: [X for Y], [we help A do B without C], [the D of E], [a new way to F], [solving the problem of G]. For each, note who it lands with and what it sacrifices. Recommend the strongest. Present as: 5 options, recommendation, rationale.

Act as a venture storyteller. Write a 1-page investor narrative for [insert business] using this arc: 1) The world is changing, 2) Old solutions are breaking, 3) A new opportunity exists, 4) We're uniquely positioned to win it, 5) Here's what we're going to do, 6) Here's why we'll win. Keep each section to 2–3 punchy sentences.

Act as a pitch coach. Outline a 10-slide pitch deck for [insert business]. For each slide, give: slide title, key message in one line, what to show (data, visual, or quote), and the question it answers in the investor's mind. Cover: hook, problem, solution, market, product, traction, business model, competition, team, ask.

Act as a founder. Write a monthly board update for [insert business] using this structure: Headline, Highlights, Lowlights, Metrics (with deltas), Asks, Next Month. Be specific and brutally honest. Use these inputs: [insert key facts].

Act as a brand strategist. Write a 1-page manifesto for [insert business] that articulates: what we believe, what we reject, who we're for, who we're not for, and the world we're trying to build. Avoid corporate language. Make it sharp, specific, and quotable.

Act as a strategy lead. For [insert business], propose 3 candidate North Star Metrics. For each: what it measures, why it captures real customer value, what it ignores, and how to instrument it. Recommend the strongest with reasoning. Present as: 3 candidates, recommendation, supporting input metrics.

Act as a strategy operator. Based on this annual strategy: [insert], propose 3 Objectives and 3–4 Key Results per Objective for the next quarter. Make Objectives qualitative and inspiring; Key Results specific, measurable, ambitious. Flag dependencies between OKRs. Present as a table: Objective, Key Results, Dependencies.

Act as a business designer. For [insert business], sequence the next 18 months of strategic moves across 3 horizons: Now (0–6 months), Next (6–12 months), Later (12–18 months). For each move: rationale, dependencies, success signal, kill criteria. Present as a Now / Next / Later roadmap table.

Act as a business designer. For [insert business or initiative], define explicit kill criteria. Specify: what would have to be true for us to kill this, by when, with what evidence. Include 3 leading indicators that we're heading toward kill territory. Present as a one-page kill-criteria card.

Act as a strategy consultant. It's 18 months from now and [insert business] has failed. Write 5 plausible reasons why — ranked by likelihood. For each: what specifically went wrong, what early signal we missed, what we should do today to prevent it. Present as a table: Reason, Early Signal, Prevention.

Act as a GTM strategist. For [insert product] aimed at [insert audience], propose 5 distribution channel options (e.g. SEO, paid social, partnerships, sales-led, community, PLG, marketplace). For each: fit score 1–10, CAC range, time to traction, scalability, key risk. Recommend a primary + secondary channel. Present as a comparison table, then the recommendation.

Act as a GTM strategist following the Bullseye framework. For [insert business], design 3 cheap, parallel channel tests across different traction channels. For each: channel, hypothesis, test design, budget, success threshold, time to result. Present as a 3-test plan ready to run this month.

Act as a partnerships strategist. For [insert business], identify 5 potential strategic partners. For each: partner type, what they have that we need, what we have that they need, the deal shape (referral, integration, co-sell, white-label), and likely friction. Present as a table: Partner, They Have, We Have, Deal Shape, Friction.

Act as a B2B sales strategist. For [insert product] sold into [insert segment], design the sales motion. Cover: ICP definition, lead source mix, sales cycle stages, key milestones, decision-maker map, average deal size, sales cycle length, and pricing reveal point. Present as a one-page sales playbook.

Act as a founder. Write a specific, tactical plan to get the first 100 paying customers for [insert business]. Avoid generic advice. Include: where these humans actually are, how to reach them one by one, what to say, what to offer, and how to track. Be brutally specific.

Act as a startup CFO. Build a 3-year financial model outline for [insert business]. Cover: revenue drivers, cost drivers, headcount plan, gross margin, burn, runway, key ratios. List the 8 most important assumptions to instrument and flex.

Act as a growth analyst. For [insert business], define how to calculate and track: CAC by channel, blended CAC, LTV, LTV:CAC ratio, payback period, gross margin %. Specify the data needed, the formula, the cadence, and healthy benchmarks for [insert industry]. Present as a reference table: Metric, Formula, Data Needed, Cadence, Benchmark.

Act as a finance lead. For [insert business], run 3 scenarios over 24 months: Base (most likely), Upside (everything works), Downside (key assumption breaks). For each: revenue, costs, runway, headcount, key decision points. End with the trigger conditions that would move us between scenarios.

Act as a startup operator. For a business at [insert stage: pre-product, pre-revenue, early revenue, scaling], list the 5 metrics that actually matter at this stage and 3 that are vanity traps to ignore. Justify each. Present as two lists: Track These / Ignore These.

Act as a growth analyst. [Insert metric] is declining. Help me run a structured diagnosis: 1) decompose the metric into inputs, 2) identify which input is moving, 3) propose 5 possible root causes, 4) suggest the cheapest test for each, 5) recommend the first thing to check.

Act as a strategy consultant. Assess [insert business] across the 7 powers framework: Scale Economies, Network Economies, Counter-Positioning, Switching Costs, Branding, Cornered Resource, Process Power. Score each 0–3 today and 0–3 in 3 years (with the right moves). Identify the 1–2 powers worth doubling down on. Present as a scorecard table: Power, Today, In 3 Years, Notes.

Act as a platform strategist. For [insert business], identify whether network effects are possible — and if so, what type (direct, indirect, data, social, two-sided). For the strongest type: how to seed it, what tips it from cold-start to compounding, and the metric to track. Present as a one-page network-effects plan.

Act as a scaling operator. [Insert business] just hit 10x its current scale overnight. Identify what breaks first: ops, tech, support, hiring, culture, finance, leadership. For each: what specifically breaks, what the fix costs, and what to prepare today. Present as a table: What Breaks, Fix Cost, Prepare Today.

Act as a strategy lead. For [insert business], propose a 24-month plan to build genuine defensibility. Sequence the moves across: data accumulation, brand building, integration depth, switching cost design, ecosystem development. For each move: when, why now, what it locks in. Present as a quarter-by-quarter roadmap table.

Act as a corporate development advisor. For [insert business], map 3–5 plausible exit scenarios over 5–7 years: strategic acquisition (by whom, why), private equity rollup, IPO path, founder sale, lifestyle hold. For each: what we'd need to be true, valuation range, pros/cons. Present as a table: Scenario, What Must Be True, Valuation Range, Pros/Cons.