Capabilities directory
Find your team’s next superpower.
- Function: Analytics and reporting
- Function: Product management
- Business situation: Growth & scaling
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18 capabilities
Acceptance criteria sheet
Hand a developer or agency a story with its definition of done written down: testable expected behaviours, error cases and edge cases, each traced to a rule or design state, with the unclear terms and open questions listed for the product 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.
Assumption map
For a product owner whose plan rests on beliefs nobody has tested: each belief is written down, set against the evidence you hold, ranked by what it would do to the plan, and given a cheap test to choose from. You decide what to test; no evidence is invented.
Business model assumptions review
Before you commit money to a new or revised business model, see it block by block with every claim marked evidenced or assumed, the riskiest assumptions ranked, and the cheapest test for each. You choose what to test; no projection or valuation is made.
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.
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 feedback themes
Each month your support lead sees what customers keep telling you: tickets, disputes, reviews and survey comments grouped into themes with counts and quotations, the three issues most worth fixing with a proposed fix and owner, and a note for customers once a fix ships. A person decides every fix.
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.
Feedback follow-through updates
When a change ships or a decision lands on something customers asked for, your account owner gets the list of who asked, the confirmed status of each request, and an individual draft update for each person in the channel they prefer. No update promises a date or feature the team has not confirmed.
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.
Metric definition reconciliation
When two reports give different numbers for one metric, the owner gets a page: the definitions side by side, the gap bridged step by step from supplied records, each cause marked shown or not, and a proposed common measure. The owner chooses.
Operations KPI scorecard
Once a month the operations manager gets one red-amber-green page for the ten or fewer measures that run the operation: each value worked out from your own exports, its trend, what moved and why in the owner's words, and the action agreed for every red. You set the measures and decide the actions.
Product pricing options
A product owner weighing how to price or package a product gets one options brief: what each customer group uses, the willingness-to-pay evidence held with stated kept apart from observed, what each option would bill every account, the uncertainties and the tests. It recommends no price.
Release notes draft
The product owner gets draft release notes for one shipped release, in words users recognize: what is new, changed, removed and fixed, the steps users must take, and the known limitations. Only what was supplied is described. The owner checks and publishes.
Roadmap tradeoff review
When a new priority arrives, the product owner sees what the roadmap would have to give up to hold it: the capacity gap by team, the work that could move, the commitments and dependencies that move with it, and the questions still open. The owner decides.
Sales pipeline review
Each week your sales lead sees the whole open pipeline on one page: value and age by stage, what moved since last week, the deals at risk and coverage against your target. Every figure traces to your export, and the forecast number is left for a person to commit.
Slow-moving stock and markdown plan
Before a seasonal reset, the merchandiser or store owner gets one plan from the sales and stock exports: each item's sell-through and weeks of cover, the cash tied up in dead and slow stock, and a markdown plan in dated steps with the margin each leaves and a date to stop. The owner decides every price.
Smallest useful release scope
A product owner or founder with more features than capacity gets one page: what is in the first release and what is deferred, all tied to one user outcome, with the reason for each cut. The owner decides the scope; no effort is estimated beyond what is supplied.