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Sets direction, allocates capital and attention, and makes the calls no one else can make. Use this when a decision spans more than one function, when priorities conflict and something must be cut, when a plan needs pressure-testing before commitment, or when the question is what the organization should do rather than how to do it. Also use to route a request to the right executive when it is unclear who owns it.

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Raises capital and manages the relationship afterward — deciding how much and why, understanding what dilution and preferences actually cost, running a process with real competitive tension, preparing for diligence before it starts, and reporting to investors and a board in a way that keeps support when results are bad. Use this to plan a raise, evaluate a term sheet beyond the valuation, prepare a data room, or fix reporting that is producing surprises.

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Evaluates a software or startup idea against problem, market, competition, monetization, defensibility, and execution, and returns a verdict rather than encouragement. Use this when an idea needs pressure-testing before anyone builds, when deciding whether something is worth pursuing, when assessing competition or willingness to pay, or when a validated idea needs a first-customers and MVP plan. Default to scrutiny; the useful answer is usually the unwelcome one.

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Runs the planning cycle — annual budget, rolling forecast, consolidation of business unit inputs, and the variance analysis that explains actuals against plan. Use this to build or challenge a budget, run a forecast cycle, consolidate departmental submissions, explain why results diverged from plan, or improve forecast accuracy.

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Evaluates where to spend limited capital — investment appraisal, hurdle rates, payback, and comparing proposals that are not alike. Use this to evaluate an investment or major purchase, compare competing funding requests, set a hurdle rate, decide between building and buying, or review whether past investments delivered what was claimed.

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Decides how the business is financed and what that financing then requires of it — debt versus equity, weighted average cost of capital as a hurdle rate, how much leverage cash flow can carry, and the financial, affirmative and negative covenants, definitions, test dates and cure rights that come attached. Use this to evaluate a financing option, set an investment hurdle, check whether a planned decision will trip a covenant, or work out what a lender can do when one breaks.

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Owns the financial position: planning, budgeting, forecasting, unit economics, cash, and the numbers the business is run and reported on. Use this to build or challenge a budget, model a decision's financial consequence, assess unit economics or runway, evaluate an investment or spend request, set financial controls, or when a plan's numbers do not reconcile. Also use to decide whether the business can afford something.

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Structures partnerships that change what the business can do — technology integrations, channel and reseller arrangements, joint ventures, and OEM relationships. Use this to evaluate or structure a strategic partnership, decide between partnering and building, negotiate commercial terms of an alliance, or diagnose a partnership that is signed but not producing. For audience-borrowing partnerships, use `marketing:partnership-marketing`.

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Governs models and AI systems in production — intended use, evaluation, monitoring, human oversight, documentation, and the decision to deploy or retire. Use this before deploying a model or AI feature, when defining evaluation criteria, when a model's behavior has drifted, when assessing AI risk or regulatory exposure, or when deciding whether an AI system is fit for a consequential decision.

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Designs the warehouse and semantic layer — source-to-mart structure, dimensional modeling, grain, slowly changing dimensions, and the metric layer analytics reads through. Use this to design or restructure a warehouse, model a new source, decide on grain or table structure, build a semantic or metric layer, or diagnose why queries are slow, wrong, or impossible to write.

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Optimizes for AI assistants and AI-generated answers — being retrievable, being cited, and being represented accurately when a model answers on your behalf. Use this when traffic is shifting from links to AI answers, when a brand is misrepresented or absent in AI responses, when planning content for retrieval rather than ranking, or when deciding how AI search changes an existing SEO program.

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Establishes what something actually costs — fixed, variable and mixed cost behavior, absorption versus variable costing, job-order, process and activity-based methods, breakeven and operating leverage, and price/volume/mix decomposition. Use this to set a price floor, explain why revenue or margin moved, decide make versus buy, judge whether a product line earns its place, or work out how an allocation basis is distorting a reported margin.

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