State one opportunity with the user, problem, evidence, options, risks, and unknowns.
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Use this for one problem the team is deciding whether to work on.
State who has the problem, what they are trying to do, and what goes wrong.
Give the evidence with counts, sources, and dates: tickets, interviews,
usage, and sales notes. Quote users word for word except for redacted spans.
Replace each removed span with [redacted] and keep all other words unchanged.
Mark the evidence strong, moderate, or thin, and say what would make
it stronger. Link the problem to one of the team's stated goals. Before quoting
evidence, redact names, contact details, account identifiers, credentials, and
unrelated customer data. Keep only the words needed to show the problem.
Lay out two to four options, including doing nothing. For each give:
Keep claims about competitors to what a source shows, with the link and date.
Close with the exact decision, who makes it, by when, and the open questions that could change the answer.
Do not add the item to the roadmap or tracker yourself; recommend and draft. Never invent a quote, metric, estimate, or competitor claim, and never commit the team to a date.
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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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