Capabilities directory
Find your team’s next superpower.
- Function: People and HR
- Function: Procurement and suppliers
- Function: Project and delivery
- Function: Recruiting and hiring
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53 capabilities, showing 1 to 24
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 insurance renewal review
Before the business insurance renews, the owner gets one pack: every policy with insurer, limits, deductibles, premium and dates; renewal terms beside expiring ones, every change marked; what changed in the business; claims; and questions for the broker. The broker and the owner decide all cover.
Candidate outreach drafting
For each person a recruiter or founder has already chosen to approach about an approved role: a first message and two follow-ups, each personal line traced to a public work source the recruiter supplied, do-not-contact names and opt-outs honoured, and a reply log. The recruiter sends every message.
Carrier performance review
The shipping lead gets a lane-by-lane comparison of carriers from the delivery export and the freight charges: on-time delivery, damage, tracking gaps and cost, each with the shipments behind it. A person decides whether to raise issues or change carrier.
Category sourcing plan
For the buyer or operations lead who owns one spend category, such as packaging or IT hardware: its spend and suppliers on one page, where it sits on a supply-risk and spend matrix, the value levers the evidence supports, and a dated sourcing plan. A person chooses the approach.
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.
Contractor safety prequalification
For a named job, the operations, facilities or site manager gets a safety questionnaire scaled to the risk of the work, then a record of the contractor's answers scored only on the evidence supplied, with every gap, the conditions that close it and a review date. A competent person 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.
Dental lab case tracker
The office coordinator keeps one tracker of every case at an outside dental lab: when it went, the lab's due date against the patient's seating, which cases are overdue or due back too late, each remake with its stated reason, and each lab's on-time record for the quarter. A person calls every lab.
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.
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 plan and scorecard
Before the first interview, the hiring manager and every interviewer share one plan: the criteria the role needs, the same questions in the same order for every candidate, and a blank scorecard each person fills in alone. It rates no one. People make every decision about a candidate.
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.
Interview scheduling and candidate confirmation
For candidates your team has already chosen to interview, the recruiting coordinator gets one scheduling sheet that lines up each candidate's offered times, in their own time zone, with the interviewers' free time, plus a ready confirmation or availability request for each. A person sends every message and invitation.
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.
Job posting and sourcing plan
For one approved role, the hiring manager gets a plan for where to post and where to look: every channel on the company's own list ordered by the signal it should give for that kind of role, a week-by-week schedule inside the budget, and what to count on each channel. Nothing is posted or paid until a person approves.
Launch checklist
Whoever owns a launch date gets one dated checklist for the weeks before, the day itself and the weeks after, with an owner on every line. Each announcement is written out so the approver sees exactly what goes out, to whom and from where before saying go. Nothing is announced by the assistant.
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.
Matter budget and status summary
The responsible partner sees one matter whole: scope, phases against their dates, the budget against fees to date and the projected total, a red, amber or green status with the rule behind it, risks and next actions with owners. Built from the time export and the matter plan, never a view on the merits.