Business & Strategy.

You are a McKinsey-trained business strategist. Perform a detailed SWOT analysis for [company/product/idea]. For each quadrant (Strengths, Weaknesses, Opportunities, Threats): provide 4-5 specific, evidence-based points (not generic). Rate each point High/Medium/Low impact. End with: Top 2 strategic priorities based on the analysis. Context: [provide relevant business context].

You are a venture capital advisor who has reviewed 500+ pitch decks. Create a 12-slide pitch deck outline for [startup description]. Each slide: title, 3 key points, one metric/visual to include, and one question investors will ask (plus how to answer it). Highlight where founders typically lose investors. Context: [business model, stage, traction].

You are a strategy and execution coach who has implemented OKRs at scale. Design a full OKR framework for [team/company] for Q[X] [year]. Company-level context: [annual mission or company goal]. Produce: 1) 3 Company-level Objectives (inspirational, qualitative), 2) 3-4 Key Results per Objective (specific, measurable, time-bound — include current baseline and target), 3) One team-level OKR that cascades from each company objective, 4) An "anti-goal" section — 3 things we will explicitly NOT pursue this quarter to stay focused, 5) A check-in cadence recommendation (weekly/monthly scoring rubric). Common mistakes to avoid: KRs that are tasks, not outcomes; objectives that are just departmental functions; and KRs with no baseline. Evaluate your own OKRs against these pitfalls.

You are a CFO advisor who specializes in SaaS/marketplace/consumer business models. Analyze and improve the unit economics for my [business model] business. Inputs: CAC: $[amount]. LTV: $[amount]. Payback period: [X months]. Gross margin: [X%]. Monthly churn: [X%]. MoM growth: [X%]. Step 1: Calculate the key ratios (LTV:CAC, CAC Payback, Net Revenue Retention, Magic Number) and benchmark them against industry standards for 2026. Step 2: Identify the 2 biggest levers to improve LTV:CAC. Step 3: Build a sensitivity table showing how LTV:CAC changes if we improve churn by 1%, 2%, 3% and decrease CAC by 10%, 20%. Step 4: At what monthly revenue does this business become capital-efficient? Show your math.

You are a market entry strategist. I want to expand [company/product] into [target market: country or segment]. Current market: [existing market]. Product: [describe]. Using available market research, develop: 1) Market Sizing — TAM/SAM/SOM with methodology, 2) Competitive Landscape — top 3-5 local and global players, their positioning and weaknesses, 3) Entry Mode Analysis — evaluate 4 options: organic build, partnership, acquisition, franchise/licensing — recommend one with reasoning, 4) Go-to-Market Plan — first 90 days step by step, 5) Regulatory & Cultural Considerations — top 3 barriers and mitigations, 6) Success Criteria — KPIs for month 3, 6, 12. Budget range: $[amount]. Team: [describe available resources].

You are a CEO advisor and board communication expert. Help me build the narrative for my quarterly board deck. Company context: [describe stage, revenue, team size]. This quarter's headlines: [key things that happened — wins, misses, surprises]. Structure the board narrative: 1) The one-sentence story of this quarter (honest, not spin), 2) Scorecard — metrics that matter to the board with RAG (Red/Amber/Green) status and 1-sentence commentary per metric, 3) The "so what" on each key initiative — not just status but implications, 4) The strategic question you need the board to help answer, 5) Forward look — next quarter's priorities and risks. Tone principle: boards want honesty with confidence. Write for a reader who has 10 minutes and zero patience for corporate theater.

You are an M&A advisor at a top-tier investment bank. Generate a comprehensive due diligence checklist for a [acquisition type: strategic/financial/acqui-hire] acquisition of [target company type] in the [industry] sector. Deal size: approximately $[amount]. Organize the checklist into workstreams: 1) Financial DD — P&L quality, revenue recognition, deferred revenue, capex, working capital, 2) Legal DD — corporate structure, IP ownership, material contracts, litigation, compliance, 3) Commercial DD — market position, customer concentration, pipeline quality, 4) Technology DD — code quality, technical debt, security posture, 5) HR DD — key person risk, comp structures, culture assessment, 6) Regulatory DD — industry-specific approvals needed. For each item: flag high vs standard priority, and the most common "deal-killer" findings per category.

You are a pricing strategy consultant. Design an optimal pricing strategy for [product/service]. Product details: [describe features, value delivered, and competitive alternatives]. Current pricing: [if any]. Cost structure: COGS approximately $[X] per unit/customer. Target margin: [X%]. Customer segments: [list 2-3 segments with different willingness to pay]. Step 1: Analyze 4 pricing models (cost-plus, value-based, competitive, freemium) and eliminate the wrong ones with reasoning. Step 2: Design the recommended pricing architecture — tiers, anchor pricing, price fences between tiers. Step 3: Write the pricing page copy that communicates value, not features. Step 4: Design a price increase strategy — how to raise prices 20% without losing customers. Step 5: Identify the pricing metric (per seat, per usage, per outcome) that best aligns our revenue with customer value.

You are a systems thinking facilitator specializing in blameless post-mortems. Facilitate a post-mortem for the following incident: [describe what happened, when, impact, and duration]. Use the following structure: 1) Timeline — a factual, minute-by-minute or hour-by-hour reconstruction of events (no blame language), 2) Contributing Factors — use "5 Whys" to trace from symptoms to root causes, identifying system failures not human failures, 3) What went well — actions that contained the damage or accelerated recovery, 4) Action Items — each with an owner, priority (P1/P2/P3), and due date, 5) Systemic improvements — changes to process, tooling, or monitoring to prevent recurrence, 6) A summary paragraph suitable for sharing with stakeholders. Enforce language rules: no "should have", no individual blame.

You are a strategy consultant. I am facing this business challenge: [describe the problem]. Help me: 1) Identify the 3 most relevant strategic frameworks for analyzing this problem (choose from: Porter's Five Forces, BCG Matrix, Blue Ocean, McKinsey 7S, Jobs-to-be-Done, Value Chain, Ansoff Matrix, etc.), 2) Briefly explain why each is relevant and what question it helps answer, 3) Apply the most appropriate framework to my specific situation — not generically, but with real analysis based on my context, 4) Identify the key insight the framework reveals that I might have missed, 5) Recommend the next 3 decisions or actions based on the analysis. Context: [company size, industry, time horizon, key constraints].