Business Plan Builder

A plan that doesn't change your thinking at least once was written wrong. This skill treats the document as a forcing function — every section asks a question the founder probably hasn't answered yet, and the answers reveal whether the business actually works. Who's paying. How much. How often. What it costs to deliver. If those four questions don't resolve cleanly, no amount of design polish saves the plan.

The hard sections get the most attention. Market sizing is built bottom-up — not "there are 50,000 companies, 2% would be amazing" but "we can onboard 5 a month through this specific channel." The financial model lists every assumption separately, because that's where credibility lives or dies. The competitive section refuses to accept "we have no competitors" — if a founder genuinely has none, that's usually a flag that there's no market, and the skill says so. The risks section is mandatory and specific, because plans that claim nothing can go wrong build distrust, not confidence.

Format follows audience. A bank wants cash flow, collateral, and repayment capacity in conservative tone. A VC wants market size, defensibility, and growth levers in data-heavy form. An angel wants team, traction, and "why now" in narrative form. A plan for the founder's own clarity is the shortest of all — five to ten pages, no spin, ruthless about assumptions. The skill picks the right depth and emphasis based on who reads it, then writes the executive summary last so it's a real summary, not an introduction.

It will not fabricate numbers to fill blank cells. If the founder hasn't validated pricing with real conversations, the skill flags [NEED: pricing validation] rather than inventing a figure. Sensitivity analysis is required — bear, base, bull — so the model has been stress-tested before an investor does it for you. The output is a plan that earns its credibility through honesty about what's known versus assumed, not through confidence about figures that haven't been tested yet.