Capabilities directory
Find your team’s next superpower.
- Function: Design and user experience
- Function: Leadership
- Function: Project and delivery
- Business situation: Growth & scaling
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Results
58 capabilities, showing 1 to 24
Ad to page check
When a campaign's landing page is ready for a prelaunch check, the acquisition owner gets a findings list that sets each ad beside the captured page: message, offer details, form and next step, on mobile and desktop. Page states nobody captured are marked unknown.
Annual operating budget
For an owner or finance lead preparing next year: revenue and costs by month and by team, built from this year's figures and each budget owner's drivers, every assumption written down, capital purchases listed apart, the whole checked against cash, and the questions leadership has to settle.
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 line investment review
For leadership with several business lines: each line set side by side on one basis (fit with strategy, finance-reviewed results, shared resources, open questions) and placed as invest, investigate or reduce commitment, for the leadership team to discuss and decide.
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.
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.
Client document request tracker
When a client sends its first batch of records, the engagement manager gets the request list brought up to date: each item and period marked received, incomplete, mentioned only or missing, plus a short follow-up draft. The manager judges what is sufficient and approves anything sent.
Client findings validation document
Before research becomes recommendations, the engagement lead sends the client one document: each material finding beside its evidence, the implication proposed and a clear request to confirm, correct or defer it. Nothing is added that the evidence does not show.
Client-status update preparation
Every client gets an accurate status update on schedule, drafted from the notes and the task list, with confirmed dates kept apart from estimates and the client’s open decisions in plain view.
Completed engagement file review
The quality partner gets a worksheet that tests finished engagement files against the firm's own checklist: each item linked to the engagement letter, workpaper or sign-off that answers it, with any open finding, and the missing evidence listed. The quality partner confirms findings and assigns remediation.
Component inventory audit
When patterns come up for review, the design-system owner gets an inventory built from the library export and its documentation: every component with its naming, token and state gaps, and the pairs that may overlap. Nothing is merged on appearance; the owner decides.
Component specification
When an approved reusable component needs documenting, the design-system owner gets one specification of its variants, states, usage rules and accessibility notes, set beside the existing patterns, with every gap or clash written as a choice for the owner.
Culture health check
A founder or people lead sees whether the company's stated values show up in daily work: each value written as behaviours you could watch for, read against the team's own evidence, with where practice matches, where it drifts, and two or three rituals to try. Reported by team and theme, never about a person.
Current experience baseline
Before a redesign, the design lead gets a baseline built from the captures and page list they supply: each page read with its content and design observations, the patterns that recur, and the pages outside the evidence. The lead confirms the baseline and sets the scope.
Daily production report
When a shoot day wraps, the production coordinator gets a draft daily report from the call sheet, timecards and department reports: hours totaled as written, schedule changes noted, and every missing or overlapping entry listed as a query. The production manager checks it.
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.
Design handoff record
Before engineering starts, the design owner gets one record built from the approved design: every state, token, breakpoint and content rule either covered or flagged, with each unstated behaviour written as a question. The engineer confirms the questions are resolved.
Discipline interface issue register
After a coordination meeting exposes conflicts between disciplines, the design coordinator gets one register: each conflict from the minutes, linked to the clash-export rows and model revisions involved, with the lead who owns each system and the decision still needed. Nothing is resolved.
Employee health plan comparison
For an owner or people lead at renewal: the broker's health plan options next to each other, with premiums split between company and employee, deductibles, out-of-pocket limits, network notes, the cost to the company and to a typical employee at low, middle and high use, and questions for the broker.
Engagement margin review
Midway or at close, the partner and finance lead get one worksheet for an engagement: recorded time, agreed fee, billed to date and supplied costs by workstream, the gaps that limit it, and the questions the team must answer. No cost rate is invented.
Engagement staffing plan
When several engagements want the same people, the resource lead sees the collision before kickoff: role needs against free days, leave and competing assignments, week by week, with two or three staffing options. The resource lead and partners choose.
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.