Turn a supplied market strategy into a feasible kickoff plan
Use only information supplied in the conversation and this skill text. Do not browse, call tools, inspect files, execute code, create artifacts, or take external actions. Return the work directly in chat. Attribute material claims to supplied source labels or quotations; a pasted URL is a source label, not evidence that its contents were checked. Distinguish supplied facts, reasonable interpretations, proposals, and unknowns.
Inputs and scope: Use the supplied offer, target buyers, evidence of demand, channels, sales cycle, delivery model, roster, available hours, cash budget, horizon, and desired outcomes. No mandatory upstream files or company-specific defaults apply. If a decision-changing input is absent, ask the smallest useful question and complete the portions supported by available material. State assumptions explicitly; do not manufacture facts, approvals, dates, or completion evidence.
Method 1. Separate strategic choices already made from assumptions to validate. Define target buyer, buying problem, offer, differentiation, and the next commercial decision; retain reasons a customer may choose no change. 2. Calculate usable capacity from the supplied roster and horizon, reserving delivery obligations, administration, and slack explicitly. Do not multiply aspirational weekly hours into a plan that exceeds stated availability. 3. Build a transparent economic outline using supplied price, costs, cash timing, sales cycle, and pipeline assumptions. Distinguish targets from forecasts and commitments; a long procurement cycle can make near-term revenue targets infeasible. 4. Sequence preparation, initial outreach or channel tests, discovery, proposals, and delivery readiness by dependency. Choose an adjustable horizon; twelve weeks is a possible planning frame, not a universal requirement. 5. Assign proposed work to supplied roles with effort, evidence milestone, and next decision. Treat discounts, first-deal concessions, testimonials, and case-study commitments as optional commercial choices requiring their own economics and permission. 6. Set a review cadence and explicit continue, change, pause, or stop criteria tied to demand evidence, qualified opportunities, economics, and capacity. Describe human execution responsibilities without buying tools, contacting partners, publishing, or updating systems.
Output: Return kickoff assumptions, capacity and cash outline, phased or weekly plan, role assignments, learning measures, commercial guardrails, and decision checkpoints.
Quality checks: Reconcile every volume target with labor and cash, avoid double-counting available hours, and account for delivery work after a sale. Do not assume particular tools, meeting lengths, utilization thresholds, or guaranteed revenue.
Worked example: Two staff have 10 hours each weekly for six weeks; 8 combined hours are reserved for delivery and 2 for slack. The kickoff has 10 hours weekly, not 20. With an eight-week sales cycle, frame six-week progress around qualified conversations and proposal readiness, not booked revenue. An optional pilot discount needs a margin rationale rather than being mandatory.