“Audit my current ops stack. Here are all the tools we use: [list every tool with its monthly cost and primary user/use case]. My team size: [number]. Stage: [seed/Series A]. Help me: (1) Identify tools that are likely redundant — where two tools do the same job, (2) Identify tools we’re probably underusing relative to cost — flag any over $200/month where the primary user can’t name 3 features they use weekly, (3) Suggest consolidations that would reduce cost without losing capability, (4) Identify any critical function we don’t have a tool for that’s probably costing us time. Give me a specific list of cuts to make and tools to investigate, not general principles.”

“Write a Standard Operating Procedure for [describe the process — e.g. onboarding a new customer, processing a refund request, running a weekly team standup]. The person who currently does this: [describe their role and experience level]. The desired outcome of the process: [describe]. Key decision points or variations: [describe any if/then branches]. Format the SOP as: (1) Purpose — one sentence on what this process achieves, (2) Trigger — what initiates this process, (3) Steps — numbered, specific, with any decision branches clearly marked, (4) Tools used — list each tool and what it’s used for in this process, (5) Definition of done — how do we know this process was completed correctly. Write it so someone new could follow it on day 1.”

“Design the minimum viable meeting structure for my team. Team size: [number]. Functions represented: [list — engineering, sales, etc.]. Current meeting load: [describe what meetings exist now]. Main coordination challenges: [describe what falls through the cracks or takes too long to align on]. Design: (1) The recurring meetings we actually need — with cadence, duration, required attendees, and a one-sentence purpose for each, (2) The meetings I currently have that I should eliminate or replace with async, (3) A simple async ritual (daily, weekly) that would replace at least 2 meetings, (4) A rule for when to call a meeting vs send a message. The goal: the minimum meetings to keep the team aligned without burning 30% of everyone’s week in rooms.”

“Help me build a quarterly vendor review process. I want to review all significant vendors (anyone we pay more than $500/month) on a consistent basis. Create: (1) A scoring rubric for each vendor — 4–5 criteria with a 1–3 scale and specific descriptions for each score, (2) A set of questions to ask our team about each vendor’s actual usage and value, (3) A decision framework — at what score do we renew, renegotiate, or replace? (4) A template email for opening a renegotiation conversation that’s direct without being adversarial. Format it as a repeatable quarterly process I can run in under 2 hours.”

“Build a hiring plan for the next 6 months. Our current team: [list roles]. Our revenue/stage: [describe]. The roles I’m planning to hire: [list]. For each role, help me define: (1) The outcome this hire needs to produce in their first 90 days — specific and measurable, (2) The order in which I should hire — which role creates the most leverage for the others, (3) The estimated time from job post to start date for each role, (4) A simple onboarding plan for the first 30 days — the people they should meet, the context they need, the first deliverable. Also flag: is there any role I’m planning to hire where the problem might be better solved by a process change, a tool, or a contractor? Be honest.”

“Draft our OKRs for Q[X]. Our most important priority this quarter is: [describe — e.g. reach $X ARR, reduce churn below Y%, launch Z feature, close Series A]. Secondary priorities: [list 1–2]. Team size and functions: [describe]. Write: (1) 2–3 company-level Objectives — ambitious, qualitative, directional, (2) 3–4 Key Results for each Objective — specific, numeric, measurable, time-bound, (3) Flag any KR that’s an output (things we do) rather than an outcome (results we achieve) and rewrite it as an outcome. Also flag: is there any goal I’ve listed that’s not achievable in a single quarter with my team size? Be direct — I’d rather have 2 achievable OKRs than 5 aspirational ones.”

“Design a weekly company dashboard for a [stage] startup. We’re primarily focused on [growth / retention / fundraising / product]. Our key functions: [list]. Help me define: (1) The 6–8 metrics that belong on our weekly dashboard — one north star, and the supporting metrics that explain it, (2) For each metric: the definition, how to calculate it, where the data comes from, and the target/threshold that triggers discussion, (3) The format — should this be a Notion doc, a Slack post, a spreadsheet? What’s the right home for a team our size? (4) Who owns each metric — which role is responsible for reporting and improving it. Make it simple enough that it takes under 30 minutes per week to update.”

“Diagnose the highest-leverage ops fix for my startup right now. Here’s what I know: [describe the biggest operational friction points — things that take too long, break regularly, or require too much founder involvement]. Team size: [number]. Stage: [describe]. Monthly burn: [amount]. What I’m optimising for in the next 90 days: [describe]. Tell me: (1) The single ops problem that, if fixed, would have the biggest downstream impact on the business, (2) Whether the fix is a process, a tool, or a people change, (3) A specific 2-week implementation plan for the fix, (4) The second-highest-leverage fix, in case the first requires dependencies I don’t have yet. Be specific — I don’t want a list of ops best practices. I want to know what to fix first.”