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Pressure-tests a decision, plan, or idea before it is committed to — surfacing the assumption it rests on, the case against it, and what would have to be true for it to work. Use this when weighing options, when a plan needs challenging before commitment, when you have already decided and want a genuine gut check, when processing meeting notes into decisions, or when competing initiatives need ranking. Distinct from `chief-executive`, which owns direction; this one interrogates a specific decision.

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Owns where the business plays and how it wins over a multi-year horizon — portfolio choices, corporate development, strategic partnerships, and planning under uncertainty. Use this for a decision about which markets or businesses to be in, whether to build, buy, or partner, how to allocate capital across business lines, or when a long-horizon bet needs framing. Distinct from `chief-executive`, which arbitrates present-quarter conflicts.

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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`.

日本語の概要は準備中です。原文の説明を表示しています。

Takes a new customer from signature to working — setting a definition of live that both sides agreed before the contract was signed, planning and staffing the implementation, running data migration and integration realistically, training the people who will actually use it, and handing over to the ongoing relationship. Use this to design an onboarding motion, rescue a stalled implementation, work out why customers who bought never went live, or scope the services a deal actually needs.

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Handles customer situations that have exceeded normal support — severity assessment, incident communication, executive escalation, and recovering a relationship after a failure. Use this when a customer issue is escalating or has gone to leadership, during a customer-affecting outage, when a major account is at risk, when a relationship needs repairing after a failure, or to design the escalation path itself.

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Produces executive-level research — market sizing, competitor mapping, trend analysis, and strategic intelligence — grounded in cited sources with the confidence in each claim made explicit. Use this to analyze a market or industry, map competitors, evaluate a market-entry or build-versus-buy decision, produce a research brief, or assemble evidence for a decision. Also use when comparing options that need a structured, evidence-based verdict rather than an opinion.

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Builds large sets of search-targeted pages from a template and a dataset — the location, comparison, integration, and use-case pages that capture long-tail demand at scale. Use this when there is a repeating query pattern with real volume, when a dataset could answer many similar searches, or to judge whether a programmatic approach is viable before building it.

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Determines when and how revenue is recognized — performance obligations, contract terms that change the answer, and the deal structures that create accounting problems. Use this to work out how a contract should be recognized, review a non-standard deal before it is signed, understand deferred revenue, or spot terms that would delay or reverse recognition.

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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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Owns data as an asset — governance, quality, the warehouse and semantic layer, analytics capability, and the governance of models built on top. Use this for a decision about how data is collected, stored, defined, or shared; when numbers disagree between teams; when deciding what to build in-house versus buy; when standing up a data function; or when an AI or model decision needs governance rather than engineering.

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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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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.

日本語の概要は準備中です。原文の説明を表示しています。