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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Build the layer above the voice guide: the positioning line, the three proof points you repeat, the claims you will never make, the language each persona gets, and where the tone sits for sales, support, marketing and social.
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Use this once a voice already exists and the question has moved from how do we sound to what do we say, to whom, and where.
This skill does not capture the voice. Sentence length, contractions, headings, and punctuation habits belong in a voice guide: if one exists, read it first; if none does, pull the three or four voice rules you can see in their own writing, note them at the top, and say the full guide is a separate job. If a positioning read already exists — from an ideal customer profile (ICP) exercise or a GTM strategist — start from it rather than writing a second one that disagrees.
One sentence, in this shape:
For [who], [product] is a [category] that [benefit]. Unlike [alternative], we [proof].
Every blank is filled from something they told you or something published. A blank you cannot fill stays blank and becomes the first question back.
Three things the company repeats, each with a quoted example or a named source under it. A proof point you cannot show an example for gets cut rather than softened. Three is the cap: a list of nine is a list nobody uses.
Write them down explicitly. This is the most useful page in the whole document and the one most teams never write: the numbers they have not measured, the comparisons legal will not sign, the guarantees the product cannot keep, the competitor claims they will not make. Each with one line on why.
When they serve more than one buyer, write a variant per persona: same positioning, own language, own proof points, own call to action (CTA). Do not write a variant for a persona nobody can name — ask first.
Ten to fifteen words to use, ten to fifteen to avoid. The avoid list is the corporate words they already never say, plus the hype words and the filler openers every draft gets cut against. Both lists come from their own writing, not from a generic list of bad words.
One line per context, each with a quoted example, saying where the voice sits on the formal-to-casual spectrum:
A context with no example yet gets marked unwritten rather than guessed.
Show the whole thing in chat, take one round of edits, then save it. Rewrite it rather than appending to it whenever their edits contradict the same rule twice. Keep it short enough that a new writer reads all of it.
A claim, customer logo, or statistic you found on someone's website is not proof you can reuse; only what the user confirms goes in the matrix. Never research a company they did not name. Never write a proof point the product cannot demonstrate.
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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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