Capabilities directory
Find your team’s next superpower.
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62 capabilities, showing 25 to 48
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.
Headcount plan
For a founder, people lead or finance lead preparing next year: every role and its cost by team, the new roles and backfills with their months, the fully loaded cost month by month against the budget, and what changes if revenue lands lower or higher. It plans roles and money, never decisions about named people.
Help article from a resolved issue
Turn every answer your team works out once into an article the next customer finds on their own. Hand over a resolved ticket and your list of articles; get back a draft in your customers' words, with their details removed and every step traced to the ticket. Your knowledge-base owner decides what goes live.
Help centre gap review
Once a period, your support lead sees what the help centre is missing, read from that period's tickets and search log: questions agents answered by hand, articles that fell short, articles search could not find, and one gap list ranked by the tickets an article could have saved. The lead decides what is written.
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.
Incoming referral completeness check
When a referral arrives, the coordinator gets one checklist: what the referring office sent, held against the practice's own referral checklist, what is missing or needs a new copy, and a draft request for exactly those items. A clinician sets urgency; nothing is sent until the coordinator approves it.
Internal change announcement
One decided change, announced well: managers briefed first, a message for each group in the right order, talking points, and the questions people will ask, answered only from the decision or marked open. Every message is a draft that a person approves and sends.
Interview process review after a hiring round
After a hiring round closes, the recruiting lead gets a review of the interview process: questions that gave no usable evidence, competencies nobody covered, inconsistent rubric use, and revisions to approve before the next search. It reviews the process only; no candidate is assessed.
Job description
A hiring manager’s rough notes become a job description the right people want to answer: why the role exists, the work itself, and only the must-haves that are real. Your approved pay and employer wording go in untouched, and nothing is posted until the hiring manager and the people lead approve it.
Lapsed-customer win-back
Once a month, the owner or account manager sees which regular customers have gone far longer than usual without ordering, ranked by what each bought in their last active year, with open complaints set aside for a call and a short note drafted for the rest, using only approved offers. A person approves every note.
Manager feedback preparation
Every manager walks into a feedback conversation prepared like your best one: specific dated observations, the questions worth asking, a clear ask and the support on offer.
Objection answers and sales one-pager
Walk into the call with an answer for every objection you expect, each with its honest limit and the proof behind it, and one page to leave behind. Everything is built from the facts you supply, so nothing on the page is a claim you cannot stand behind.
Offer review
Before you sell a packaged service, see it the way a buyer will: what they get and what is left out, what answers each doubt they raise, what protects them, and whether there is an honest reason to decide now. The weakest point is named and one change drafted, from your facts only.
Payroll preparation and timesheet review
Before each payroll run, the owner gets one sheet built from the timesheet and roster exports: hours by person and type, every missing punch and odd entry raised as a question, and an estimated total. Nothing is keyed in, submitted or paid until a person approves.
Policy answers from the handbook
Staff questions about leave, hours, expenses and conduct get answers that quote your own handbook, name the section, and say plainly where the handbook is silent. Anything about one person's own entitlement goes to HR, and no reply leaves until a person has read it.
Presentation outline and talk track
Anyone presenting to a board, a client or a conference gets a storyboard built on one message, then a spoken script for every slide, timed to the slot and true to their own speaker notes. Every fact comes from what the presenter supplied, and the presenter approves the message and the words.
Price change review
Before prices change, the owner or finance lead gets one review: the margin on each product or service from the sales and cost exports, how costs have moved, what each proposed price does to sales and gross profit across a stated range of customer responses, and dated competitor prices. It recommends no price.
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.
Product recall customer contact plan
Once your business has issued a recall, the customer care lead gets the contact plan: affected customers from the order export, the approved notice word for word, drafts that offer only the remedies you run, and a tracker that counts a customer done only when the item is back or repaired.
Prospect list by role and firm type
Before anyone writes a first note, you know which kinds of firm and which roles in them deserve your next conversations. Every firm is tested against your own criteria first and carries a sourced reason, a grade and the questions only a conversation can answer. Nobody is contacted.
Referral source follow-up
The day after a partner meets someone who sends the firm work, they have a follow-up draft and a list of every promise made at the table, by both sides. The draft uses only approved materials and nothing said in confidence; the partner checks it, chooses the next step and sends it.
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.
Renewal risk review
Once a month, the account manager sees every contract coming up for renewal on one page: the dates that matter, the warning signs your organization watches for, which accounts are at risk, and the next step for each with an owner and a date. A person decides and makes every contact.
Sales call preparation brief
Your salesperson, partner or account manager walks into every meeting with a brief they can read in five minutes: who will be there, what has been said and promised so far, what is still open, and a plan for the call. Every line traces to your own notes or a public page, and anything inferred is labelled.