Meeting summary
Summarize this meeting for stakeholders who weren’t present. Input: raw notes or transcript [PASTE]. Output: (1) 5-bullet executive summary, (2) decisions made (owner + deadline), (3) open questions, (4) risks/blockers, (5) next steps as a checklist. Rules: attribute decisions only when explicit; otherwise mark as [UNCONFIRMED]. Tone: neutral, factual. Redact PII as [REDACTED].
Paste attendee list so action owners are assigned to real roles.
SWOT analysis
Create a SWOT for [COMPANY / PRODUCT / INITIATIVE]. Context: market, customers, competitors, capabilities [PASTE]. Requirements: 4–5 bullets per quadrant, each bullet starts with a bold label, include “so what” implication for top 2 items per quadrant, note data gaps as [ASSUMPTION]. Avoid generic platitudes—tie strengths/weaknesses to evidence. End with 3 strategic moves: mitigate weakness, exploit opportunity, monitor threat.
Add your moat and distribution reality — SWOTs fail when strengths are wishful.
Project plan
Build a project plan for [GOAL]. Constraints: budget [X], timeline [Y], team [ROLES], tools [STACK]. Deliver: milestones (with dates), work breakdown (2-level), dependencies, RACI for key deliverables, risk register (probability/impact + mitigation), communication cadence, definition of done. Use a table for milestones. Flag unknown estimates as [TBD] with what data would de-risk them.
Name your release strategy (big-bang vs iterative) — plans change a lot based on it.
Competitor analysis
Analyze competitors for [CATEGORY]. Competitors: [A, B, C]. My product: [ONE-PARAGRAPH]. Output: comparison table (pricing motion, ICP, core features, integrations, positioning, strengths, weaknesses, likely next moves). Add “watch list” signals (hiring, releases, pricing). Mark uncertain items [INFERRED]. Finish with 5 positioning angles we can credibly own and 3 landmines to avoid.
Paste their homepage hero copy — positioning gaps surface faster than feature lists.
Pitch deck outline
Outline a [N]-slide pitch deck for [STAGE: pre-seed/seed/Series A] [COMPANY]. Audience: [investors/partners]. Facts to preserve: [TRACTION, TEAM, MARKET, PRODUCT — PASTE]. For each slide: title, 3–5 bullets max, speaker notes (30–45s), and one visual suggestion. Include expected investor objections and where to preempt them. Avoid hype; quantify claims or tag [NEEDS DATA].
Specify round size and use of funds — slide order shifts when the ask is crisp.
OKR generator
Draft quarterly OKRs for [TEAM] aligned to company theme: [THEME]. Inputs: current metrics [PASTE], constraints [PASTE]. Rules: 3 Objectives max, 2–4 KRs each, every KR has baseline, target, and measurement method + data source. Use outcome KRs, not task lists. Include a “health metrics” section (quality, reliability, debt) that must not regress. Flag conflicts or dependencies between KRs.
Paste last quarter’s misses — good OKRs encode honest baselines.
Status report
Write a weekly status report for [PROGRAM]. Audience: [exec/engineering/customer]. Sections: headline (1 sentence), shipped, in progress (% confidence + ETA), blocked (owner + ask), metrics (table), customer/stakeholder feedback themes, risks (severity), next week plan. Tone: crisp, no blame. If I paste raw updates, normalize voice and remove duplicates. Redact sensitive names if marked.
Add “max 1 page” — forces signal over activity theater.
Process documentation
Document an operational process for [PROCESS NAME] so a new hire can run it. Inputs: rough steps [PASTE]. Output: purpose, scope, roles, prerequisites, step-by-step SOP (numbered), decision tree for common exceptions, SLAs, tooling links as [LINK], audit trail expectations, and failure modes + escalation. Include a starter checklist template. Use plain language; define acronyms once.
Add “failure story from last month” — exceptions become first-class in the SOP.