Use when a partner could become equity or ownership: target screens, seven-lane diligence, the investment memo, and the corp-dev handoff.
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Use this when a partner could become equity or ownership — from first look to signed terms. Start from the alliance thesis the deal serves, the target partner, what the partnership already taught us (pipeline, delivery, executive ties), the corporate development process and its owners, and the guardrails the owner wants.
Mergers, acquisitions, and investment motions always route through Legal and Finance before anything leaves.
Strategic fit to the thesis, commercial traction inside the partnership (sourced pipeline, joint wins, retention, partner attach rate, integration-deployment counts), technical fit, and executive chemistry.
Score each target Met, Partial, or Missing per criterion with a quoted source. A target with two Missing scores exits early with a one-line note.
Keep a ranked shortlist of at most five, with honest switching and walking-away costs per name.
Each lane ends in a go, concern, or stop read with its evidence. A stop in any lane pauses the deal until the owner overrides it in writing.
Never invent a diligence fact. A gap stays UNKNOWN and rides into the memo as an open item.
Thesis fit, the why-now timing, market sizing (total, serviceable, and serviceable obtainable market), the competitive landscape and the moat, the team assessment, the deal shape and guardrails (valuation bands, ownership, board rights, exclusivity limits), base, low, and high returns, the top three risks with their mitigations, and the integration thesis — who runs it day one, what changes, what stays.
Anything outside a guardrail band is an exception draft for the owner, never a quiet yes.
The memo, the evidence file with its sources, the open-items list with owners, and the negotiation brief: our walk-away, our must-haves, their likely asks.
Track the deal to signed terms with dated stage gates. A stalled gate gets one rescue motion, then recycle-or-kill.
The ranked shortlist, the seven-lane diligence read, the investment memo, and the corporate development handoff file.
No corporate development process on file means staging the memo and open items for the owner to route, and you say so. No partnership history with the target means commercial diligence from public sources only, marked as such.
No memo, offer, letter of intent, or term goes to a partner, a target, or leadership without your explicit yes.
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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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