Capabilities directory
Find your team’s next superpower.
- Function: Leadership
- Function: Sales
- Industry: Engineering firms
- Industry: Marketing and advertising
- Industry: Nonprofits
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24 capabilities
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.
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 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.
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.
Event plan
Whoever owns one event, a talk, a dinner, a webinar or a stand, gets one plan: the goal and target, who should be in the room, every step before, on and after the day with a date and an owner, and how each conversation is followed up. Nothing is booked, paid or sent by the assistant.
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.
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.
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.
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.
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.
Research summary brief
An executive handed a pile of reports, articles or papers gets one brief: what each source found, where the sources agree and disagree, the limits of each, and exact quotations cited to the page. Built only from the documents supplied. What it means for the business stays the reader's call.
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.
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.