Capabilities directory
Find your team’s next superpower.
- Function: Leadership
- Function: Sales
- Industry: Construction
- Industry: Engineering firms
- Industry: Hospitality
- Industry: Marketing and advertising
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25 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.
Bid or no-bid and RFP response plan
Before anyone starts on a response, your bid manager sees every requirement in the request checked against your own evidence, your bid criteria tested and the buyer questions ready. A named person decides whether to bid; then a dated plan says who does what by when.
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.
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.
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.
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.
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.
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.
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.
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.
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.
Ninety-day marketing plan
An owner or first marketing hire gets the next ninety days of marketing on one plan: the stage the business is really in, the moves that fit it, who owns each one, the money and hours they use, and what is deliberately left undone. Every count comes from your own records, and no budget is invented.
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.
Premortem before a decision
Before your team commits to a plan that is hard to undo, such as a move, a launch or a new system, a short workshop pictures it a few months on, already failed. The record ranks the reasons, turns each top risk into a check, a warning sign and an owner, and leaves the go decision with the owner.
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.
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.
Sales call scorecard
After a sales call, your sales lead sees how it went against your team's own criteria, each point backed by the words actually said, where the call left the deal, and one focus for the next call. It reviews a call, never a person, and gives no score for anyone's file.
Sales proposal preparation
Your account executive answers an RFP in minutes, not weeks, with a proposal draft where every claim traces to approved company information and every gap is already a question for the right person.
Stalled-deal review
Your sales lead sees, from the record alone, which open deals have stopped moving, what each one's stage still lacks and whose move it is, and where every recent no ended and why. Nothing in your sales system is changed; corrections are proposed for a person to make.
Thirteen-week cash flow forecast
The owner sees cash week by week for the next thirteen weeks: what comes in, what goes out, the lowest point and every week below the floor they set, with each assumption written on the page. The forecast informs the decision; the owner makes it, and nothing is paid or moved.
Weekly owner business brief
Each Monday the owner gets about one page built from the exports they supply: cash, last week's sales against the week before, pipeline movement, the week's commitments and a watch list, with one item to look at first. Every figure names its source, and every missing export is named.
Win-loss review
Once a quarter your sales lead sees, from the deals you closed, where the losses ended, which kinds of deal you win and lose, what the largest deals show, and which findings rest on enough deals to act on. Actions are proposed in proportion to the evidence, and nothing in your sales system is changed.