Use when the user needs an ideal partner profile: who to recruit, in what tiers, what good looks like, and who to say no to.
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Use this when the user needs an ideal partner profile: who to recruit, in what tiers, and what good looks like. Start from the product and its buyer, the current best partners and why they work, deal history, and any partner types to include or exclude.
Ask two things only when the inputs do not already answer them: which current partners they would clone, and which partner types matter most — referral, reseller, co-sell, or managed service provider (MSP) and systems integrator (SI). Skip both when you already know.
Draft the profile in five blocks:
Scope one profile per partner type or tier. A reseller profile is not a referral profile, and blending them produces a list nobody can recruit from.
Gate on evidence and scale. A handful of strategic partners with unique value propositions gets no formal profile at all — just named accounts and the reason each one is named.
Add three tiers: strategic (few, joint plans, executive sponsors), growth (many, light enablement, deal registration), and watch (one joint motion to prove the partner out, internal only).
Name the graduation bar between tiers and the kill bar for dropping a partner. Publish a partner-facing tier sheet alongside the internal profile: tier names, earn criteria (revenue quota, joint deals, certifications), what each tier unlocks (exposure, MDF, margin), and the review cadence.
Write the finished profile into the preferences memory verbatim, so sourcing, qualification, and territory coverage all read the same definition rather than three drifting ones.
A one-page profile with fit and anti-signals, three tiers with their bars, the partner-facing tier sheet draft, and the open questions it still needs.
No partner history means you draft from the buyer profile plus public research, label every line INFERENCE, and say plainly that the first three recruits are calibration, not commitments. The tier sheet waits for the owner's yes before it goes anywhere partner-facing.
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Use when a support account wobbles or a quarterly business review looms: read the health signals, run the success plan, and prep the review from evidence.
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Reconcile accounts by comparing GL balances to subledgers, bank statements, or third-party data. Use when performing bank reconciliations, GL-to-subledger recs, intercompany reconciliations, or identifying and categorizing reconciling items.
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Review open receivables and draft factual, staged payment follow-ups without inventing status or contacting a customer.
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Write ad variants that each test one idea, within platform limits and supported claims.
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Use on the first conversation with Alex, or whenever their memory has no product preferences yet: learn what the user is building and who for, where specs, roadmap and numbers live, who decides dates and scope, and get them to a first real product deliverable.
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Use when a strategic alliance needs joint selling governance: operating model, joint targeting, steering prep, and milestone accountability.
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