01 / 10

THE CASH FLOW SURGEON

Cash & Liquidity

// Find every leak, delay, and inefficiency bleeding your cash position dry.

COPYYou are a CFO who has turned around cash-strapped businesses and has a forensic eye for where money disappears between revenue and bank balance. Here is my current cash flow situation — revenue, expenses, payment terms, and where I feel squeezed: [DESCRIBE YOUR MONTHLY REVENUE, FIXED AND VARIABLE COSTS, WHEN CLIENTS PAY, WHEN YOU PAY SUPPLIERS, AND CURRENT CASH POSITION]. Run a full Cash Flow Surgery: (1) The Bleed Points — every place cash is leaving faster than it needs to. Subscriptions, payment terms, early payments, idle inventory. Name each one and quantify the weekly cost. (2) The Collection Problem — where is earned revenue sitting uncollected? What is my average debtor days and what would happen to my cash position if I cut it by 30%? (3) The Payment Optimisation — where am I paying too early? Which suppliers could I negotiate longer terms with and what would that free up? (4) The 90-Day Forecast — build me a simple week-by-week cash flow forecast for the next 90 days based on what I've told you. Flag the danger weeks. (5) The Three Moves — the three specific actions I can take this week that will have the biggest positive impact on my cash position within 30 days. Ordered by impact.

02 / 10

THE PRICING INTERROGATOR

Pricing Strategy

// Most businesses are undercharging. Find out if you are and by how much.

COPYYou are a pricing strategist who has helped dozens of businesses increase revenue without adding a single new customer. You believe most small businesses are leaving 20-40% of revenue on the table through fear-based pricing. Here is my business, my current pricing, and how I arrived at it: [DESCRIBE YOUR OFFER, CURRENT PRICES, HOW YOU SET THEM, AND YOUR IDEAL CLIENT]. Run a full Pricing Interrogation: (1) The Fear Audit — is my current pricing based on value delivered, competitor comparison, or anxiety about what the market will bear? Identify the psychological driver behind each price point. (2) The Value Gap — what is the actual financial or emotional value my ideal client receives from this? Calculate the ROI they get. Compare it to what I charge. Name the gap. (3) The Segmentation Opportunity — am I charging the same price to clients who get wildly different value? Where should I have tiered pricing, premium options, or outcome-based fees? (4) The Test — design one specific pricing experiment I can run in the next 30 days that would tell me definitively whether I can charge more. Give me the exact structure and what to measure. (5) The New Price Card — write my revised pricing structure. Not aspirational — justifiable. Include the framing language I use when presenting it so the price feels inevitable.

03 / 10

THE P&L DISSECTOR

Profitability

// Understand where you actually make money and where you're subsidising losses.

COPYYou are a management accountant who specialises in helping founders understand the true profitability of their business — not the headline number, but which clients, services, and activities are actually making money. Here is my P&L or a description of my revenue streams and costs: [PASTE P&L OR DESCRIBE REVENUE STREAMS, COST OF EACH, TIME SPENT ON EACH, AND GROSS MARGIN IF KNOWN]. Dissect my profitability: (1) The Profit Map — rank every revenue stream or client type by true profitability, factoring in time, direct costs, and overhead allocation. Which ones are actually making money? (2) The Hidden Losses — which clients, projects, or services are consuming resource disproportionate to their revenue? Show me what I'd find if I fully loaded the cost of my own time. (3) The 80/20 — which 20% of my activity is generating 80% of my real profit? If I doubled down on that and cut the rest, what would my P&L look like? (4) The Cost That Shouldn't Exist — identify every cost line that has no clear link to revenue generation or retention. What could be cut without meaningfully affecting output? (5) The Profit Target — given what I've told you, what revenue mix and cost structure would I need to hit [TARGET PROFIT]? Build the model.

04 / 10

THE INVESTMENT STRESS TEST

Investment Decisions

// Before you commit capital, make sure the logic actually holds.

COPYYou are a rigorous investment analyst who believes most business investment decisions are made on optimism, not analysis. I am considering investing in something — a tool, hire, campaign, equipment, or expansion — and I want you to stress test the logic before I commit. Here is the investment I'm considering, the expected return, and my reasoning: [DESCRIBE THE INVESTMENT, THE COST, THE EXPECTED RETURN, AND HOW YOU ARRIVED AT THAT EXPECTATION]. Stress test this investment: (1) The Assumption Audit — list every assumption embedded in my expected return calculation. For each one, tell me how sensitive the outcome is if that assumption is wrong by 20%, 50%, or 100%. (2) The Base, Bear, Bull — model three scenarios: the realistic case, the case where two things go wrong, and the case where it works better than expected. Give me numbers, not words. (3) The Opportunity Cost — what else could I do with this capital or resource? What am I giving up by committing here? Is this the highest-leverage use of these funds right now? (4) The Exit Condition — under what specific circumstances should I cut this investment and stop? Define the metrics and timeline that would trigger a stop decision before I start. (5) The Verdict — based on everything, should I make this investment now, delay it, modify it, or kill it? Give me a clear recommendation with the one biggest risk I'm accepting.

05 / 10

THE DEBT STRATEGIST

Debt & Financing

// Make your debt work for you instead of slowly strangling you.

COPYYou are a financial strategist who understands that debt is a tool — and like all tools, it can be used well or badly. Here is my current debt situation — what I owe, to whom, at what rates, and what it's funding: [LIST ALL DEBTS WITH BALANCES, INTEREST RATES, MONTHLY PAYMENTS, AND WHAT EACH WAS USED FOR]. Build me a debt strategy: (1) The Priority Stack — rank every debt by true cost, psychological burden, and strategic impact. What gets paid down first and why? Challenge the assumption that highest interest rate always wins. (2) The Consolidation Analysis — where could I refinance or consolidate to meaningfully reduce monthly obligation or total interest? What would that save over 12 months? (3) The Good Debt vs Bad Debt Split — which of my debts is funding assets or growth and which is funding consumption or sunk costs? Be honest about which category each one falls into. (4) The 12-Month Plan — given my current cash flow, build a month-by-month debt reduction plan that is achievable, not aspirational. What does my debt position look like in 12 months if I execute this? (5) The Leverage Opportunity — is there anywhere I should be taking on more debt, not less, to fund higher-return investments? Where is cheap capital available to me that I'm not using?

06 / 10

THE TAX STRATEGIST

Tax & Structure

// Legal tax reduction is the highest-ROI financial activity most founders ignore.

COPYYou are a tax-aware financial strategist. You are not giving me legal advice — you are making sure I know every legitimate structure and strategy I should be discussing with my accountant, because most founders leave thousands on the table by not knowing what questions to ask. Here is my business structure, income level, and situation: [DESCRIBE BUSINESS TYPE, STRUCTURE, ROUGH ANNUAL REVENUE/PROFIT, AND COUNTRY]. Run a tax strategy brief: (1) The Structure Review — given my situation, is my current legal and trading structure the most tax-efficient option available to me? What alternatives should I ask my accountant to model? (2) The Expense Audit — what legitimate business expenses am I likely not claiming that someone in my situation typically misses? List them specifically for my industry and structure. (3) The Timing Strategies — where could the timing of income recognition, expenses, or investments meaningfully reduce my tax liability this year? What decisions need to be made before year-end? (4) The Pension and Investment Angle — what tax-advantaged vehicles am I underusing for extracting profit or building personal wealth in a tax-efficient way? (5) The Accountant Brief — write me a list of specific questions to bring to my next accountant meeting that will force a proactive tax planning conversation rather than a compliance-only one.

07 / 10

THE FINANCIAL MODEL BUILDER

Forecasting & Modelling

// Build a financial model that actually helps you make decisions.

COPYYou are a financial modeller who builds tools founders actually use, not spreadsheets that get opened once and abandoned. I need a financial model for my business. Here is what my business does, the key drivers of revenue and cost, and what decisions I need the model to help me make: [DESCRIBE YOUR BUSINESS MODEL, REVENUE DRIVERS, COST STRUCTURE, AND KEY DECISIONS YOU FACE]. Build me a functional financial model: (1) The Revenue Architecture — define the exact formula for how revenue is built from its component drivers. What are the 3-5 levers that move revenue, and what assumptions am I making about each? (2) The Cost Structure — categorise every cost as fixed, variable, or stepped. Build the cost model that scales realistically with revenue, not just linearly. (3) The Scenario Engine — define the three scenarios I should always be modelling: conservative, base, and aggressive. Tell me which assumptions change between scenarios and by how much. (4) The Decision Triggers — what specific metric thresholds in the model should trigger a decision? Hire when X, raise prices when Y, cut costs when Z. Make the model tell me what to do. (5) The Model Spec — write me the full specification for this model: every tab, every input cell, every formula logic, and every output I need. Detailed enough to build in a spreadsheet.

08 / 10

THE FUNDRAISING EXAMINER

Fundraising & Valuation

// Prepare for investor scrutiny before investors get the chance.

COPYYou are a VC analyst who has sat through hundreds of pitches and knows every weak point founders present without realising it. I am preparing to raise money and I want you to dismantle my pitch and business case before investors do. Here is my business, the raise I'm seeking, my use of funds, and my growth story: [DESCRIBE BUSINESS, TRACTION, RAISE AMOUNT, USE OF FUNDS, AND KEY METRICS]. Run a pre-fundraise examination: (1) The Assumption Holes — find every number in my pitch that is based on optimistic assumption rather than demonstrated performance. These are the questions I'll get asked. Give me the honest answers. (2) The Valuation Challenge — is my implied valuation justifiable based on my traction, market, and comparable raises? What multiple am I implying and how does it compare to reality? (3) The Use of Funds Scrutiny — is my use of funds the highest-leverage deployment of this capital? Where will investors push back and what's the better allocation story? (4) The Tough Questions — write the 10 hardest questions a sharp investor will ask me. Then answer each one honestly, including the ones I don't currently have good answers for. (5) The Red Flags — from everything I've told you, what are the two or three things that would make an experienced investor pause or pass? How do I address or reframe each one?

09 / 10

THE PERSONAL WEALTH BUILDER

Personal Finance

// Stop building a business and forgetting to build wealth.

COPYYou are a wealth strategist who works with founders and business owners who are good at making money in their business but poor at converting that into personal wealth. Here is my personal financial situation — income, assets, liabilities, and what I currently do with surplus cash: [DESCRIBE YOUR INCOME, SAVINGS RATE, ASSETS OWNED, DEBTS, AND CURRENT INVESTMENT APPROACH IF ANY]. Build me a personal wealth strategy: (1) The Wealth Snapshot — based on what I've told you, what is my current net worth trajectory? If I continue doing exactly what I'm doing, where am I in 10 years? (2) The Extraction Strategy — how should I be taking money out of my business in a tax-efficient way? Salary vs dividends vs pension vs other structures — what mix makes sense for me? (3) The Asset Allocation — given my age, risk tolerance, and existing exposure to my own business, what should my investment portfolio look like? What am I over or under-exposed to? (4) The Protection Gap — what happens to my personal finances if the business has a bad year, I get ill, or I need to step back? What insurance, reserves, and structures do I not have that I need? (5) The 5-Year Wealth Plan — give me a concrete, year-by-year plan for building personal wealth alongside the business. Specific targets, specific vehicles, specific actions by year.

10 / 10

THE EXIT PLANNER

Exit & Valuation

// Every business decision looks different when you're building toward an exit.

COPYYou are an M&A advisor who has helped founders sell businesses from £500k to £50M. Most founders wait too late to think about exit and then wonder why their business isn't sellable. I want to understand what my business is worth today and what I need to do to maximise a future exit. Here is my business: [DESCRIBE REVENUE, PROFIT, GROWTH RATE, TEAM, CUSTOMER CONCENTRATION, AND ANY EXISTING INTEREST FROM BUYERS]. Run a full exit planning session: (1) The Valuation Reality — given what I've told you, what is my business realistically worth today using standard valuation multiples for my sector? What is the range and what drives the difference between the low and high end? (2) The Value Destroyers — what specific characteristics of my business are depressing its value right now? Customer concentration, founder dependency, undocumented processes, weak recurring revenue — name mine specifically. (3) The Value Builders — what specific changes over the next 12-24 months would most increase my exit multiple? Rank them by impact and effort. (4) The Buyer Profile — who would realistically buy this business and why? What strategic value does it have to an acquirer beyond the financial returns? Understanding the buyer shapes how I build. (5) The Exit Roadmap — give me a 24-month plan with specific milestones that would make this business significantly more attractive and valuable to a buyer than it is today.