Capabilities directory
Find your team’s next superpower.
- Function: Information security
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- Function: Product management
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44 capabilities, showing 1 to 24
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.
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 continuity plan
For an owner or operations manager: the activities the business cannot stop for long, how long each can be down and how much data it can lose, what each depends on, the fallback for each, and named owners, deputies, contacts and a test date, ready for a competent reviewer and the owner's approval.
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.
Buyer security questionnaire answers
When a buyer sends a security questionnaire, your sales owner gets a draft answer matrix: each question beside the evidence your security owner supplied, its date, its limits and a named reviewer, with stale, partial and unverifiable answers marked.
Cloud spend variance bridge
When cloud or tooling costs move away from budget, the finance lead and the engineering manager get a bridge from budget to actual by service and cost owner, with usage beside each large move, the unallocated and shared costs, and the questions each side must answer.
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.
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.
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.
Customer interview synthesis
Turn a stack of customer call notes into the answer to one question, in your customers’ own words. Every quotation is cited to the note it came from, every theme shows its confidence and the evidence against it, and nothing is claimed that the notes do not say.
Departing-employee knowledge capture
When someone is leaving or changing role, their manager gets an interview guide aimed at what only that person knows, then a handover document the successor can work from, every point traced to the conversations and marked with how sure it is. Nothing is shared until the manager approves.
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.
Employee offboarding and handover checklist
When someone leaves, your HR lead and their manager share one checklist: every piece of their work handed to a named colleague before the last day, every system on your access register removed by its owner at a set time, and every item of equipment back. Nothing is removed or sent without a person.
Employee onboarding plan
Every new colleague starts with a first week and a first 90 days planned to the standard of your best manager: what to read, who to meet, what to practice and what productive means at day 30, 60 and 90.
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.
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.
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.
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.
Journey accessibility findings
When a user journey is ready for accessibility review, the reviewer gets a finding list: each finding with its task impact and evidence, the manual checks still required and the limits of the review. The reviewer verifies every finding and agrees fixes with the design owner.
Learning system access review
At term end or after staff change roles, the system owner lays the learning system's user and access exports beside current staff, class assignments and the approved role matrix. Departed users, changed roles and dormant accounts come back as questions for the data owners. Nothing is changed.
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.