Capabilities directory
Find your team’s next superpower.
- Function: Analytics and reporting
- Function: Executive and office support
- Function: Sales
- Business situation: Growth & scaling
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39 capabilities, showing 1 to 24
Account handoff
The day a deal closes, your client success manager gets one record: what was sold and promised, who is involved, the dates and billing terms as agreed, the risks the seller heard and what is still missing. Every next action has an owner.
Analysis plan
Before anyone opens the spreadsheet, the owner or manager gets a one-page plan: the question restated, the hypotheses, the fields and periods needed, and the result that would change the decision. It runs no analysis and states no finding. You own the question and the criteria.
Board meeting pack
Before each board meeting, the CEO gets a pre-read built on the one decision the board is asked to make, with every figure from the company's own reports, an agenda kept mostly for discussion and the questions directors are likely to ask. Afterwards, a record of what was decided. The CEO sends it all.
Business trip plan
The assistant hands the traveller one plan for one business trip: dates and nights fixed from the brief, travel and hotel options with prices and the day each was checked, a day-by-day timetable around the meetings, the cost against travel policy and the bookings still to make. Nothing is booked or paid.
Channel partner fit review
When a referral, reseller or alliance partner approaches, the founder or head of partnerships gets one review: evidence the partner brings customers of its own, the type that evidence supports, a ninety-day plan with signs to go on or stop, and the commission range that still beats selling direct. A person decides.
Comparison claim check
A manager holding a claim such as "version B converts better" and two groups of numbers gets back the method used, the size of the difference, how uncertain it is, the assumptions checked, and plain wording for what the data does and does not support. The manager decides what to do.
Competitor battlecard
Your salespeople get one page on one named competitor: where it is strong, where you are stronger and the proof, what to say when it comes up, and the questions to ask. Nothing about the competitor goes on the card without a dated source; anything unsupported is held back for the approver.
Competitor profile from public pages
Your marketing lead gets a dated profile of a named competitor, built only from its public pages: what they say, sell and charge, kept apart from what that suggests and the questions it raises for you. Any figure no page states is marked unavailable, never estimated.
Creator campaign performance report
When a creator campaign closes, the marketing lead gets one report built from the store's own orders: what each creator brought in and cost, every creator ranked under a metric set beforehand, and a proposed next step for each. Every number is labelled measured, supplied or estimated.
Customer case study
With a customer who has agreed to help, prepare the interview, then turn their words and the figures they supply into a case study in a short and a long version. Every quotation and number is listed for the customer to approve in writing, and nothing is published or named before they do.
Dashboard brief
Before anyone builds the dashboard, the requester gets one brief that settles the work: the decisions it serves, what is shown, each metric's definition, the filters, notes on every source and who refreshes it. The requester approves what is shown and the definitions.
Deal close plan
Your account executive holds one late-stage deal on two pages: the buyer's case for buying now, counted from the buyer's own figures, and a dated plan of every step to signature with its owner on each side. The seller decides what the buyer sees; nothing reaches the sales system without approval.
Decision log
Your chief of staff keeps one register of what the leadership actually approved, across every meeting and message: each decision with who approved it, each action with one owner and a date, what is overdue, and a flag wherever a new decision clashes with an earlier one or revives a rejected idea.
Delegation brief and follow-up
Every task a manager hands over goes with a clear brief: what to deliver, in what form, by what date and time, why it matters, who will use it, what the person may decide alone and when the manager will check in. Each week, one list shows what is open, what is late and the next note to send.
Discount request review
Before a price below list goes to a customer, whoever approves it gets one page: the discount and what it costs in margin, every clause of your own written policy met or missed, who approves and in what order, and what the customer gives in return. A person decides; nothing is sent.
Emergency drill brief
Before a fire, evacuation or other drill, the site or office manager gets one brief: the scenario the responsible person has approved, who does what, what each observer records, and the questions for the debrief. It writes no emergency plan.
Event plan
Whoever owns one event, a talk, a dinner, a webinar or a stand, gets one plan: the goal and target, who should be in the room, every step before, on and after the day with a date and an owner, and how each conversation is followed up. Nothing is booked, paid or sent by the assistant.
Executive situation brief
Before a conversation that matters, with a key partner, a major customer or a co-founder, the executive gets one brief from the records they approve: the short version in a sentence, what is already decided and promised, what each side has said, the question to settle and the choices open. The executive decides.
Executive week-ahead calendar review
Before the week starts, the executive assistant hands the executive one brief: every clash, every journey or run of meetings with too little time, every meeting with no stated purpose or no preparation time, and proposed time for the week's priorities. Nothing is accepted, declined, moved or sent.
Expansion whitespace review
For one account or a whole book, the account manager sees what each customer holds against what it could also use, the evidence for every gap, the plays ranked, and one next step and owner for each. A person decides what to propose; nothing goes into the sales system without approval.
Hiring pipeline status report
Each week your people lead or founder sees every open role on one page: applications at each stage, days open against the target, roles running late, pass-through between stages, which sources lead to interviews, and every blocker with its owner. It counts; it never assesses a candidate.
Inbox triage
The owner, or the assistant who keeps their inbox, starts the day knowing what needs a reply today, what can wait and until when, and what belongs to someone else, with a draft or a forwarding note for each. Nothing is sent, archived, deleted or moved, and no mailbox login is needed.
Interview scheduling and candidate confirmation
For candidates your team has already chosen to interview, the recruiting coordinator gets one scheduling sheet that lines up each candidate's offered times, in their own time zone, with the interviewers' free time, plus a ready confirmation or availability request for each. A person sends every message and invitation.
Leadership meeting rhythm
Your chief executive gets a proposed calendar of leadership forums and written reports, built from today's meetings and the decisions left waiting: each forum with its purpose, inputs, attendees, frequency and one decision owner, and the hours it gives back. The chief executive chooses; no calendar is changed.