Startup Founder's AI Toolkit: From Idea to Scale

I’ll never forget the day I decided to start my first company. I had the idea, the passion, and absolutely no idea what I was doing. I fumbled through fundraising, made legal mistakes that cost me thousands, and learned about cash flow the hard way—by almost running out of it.

Fast forward fifteen years, three companies, and countless mistakes. If I could go back and give my younger self one gift, it wouldn’t be money or connections. It would be frameworks. Templates. Playbooks that tell you exactly what to do and when.

That’s what this post is: 15 AI prompts that serve as a startup founder’s toolkit. From your first pitch deck to Series B fundraising, from co-founder agreements to investor updates—these prompts will help you work smarter, avoid common pitfalls, and focus on what matters: building something great. For additional startup resources, see our AI agent code patterns which covers technical implementation for startups.

Why Founders Need AI Prompts

Founders wear a thousand hats. You’re CEO, salesperson, accountant, lawyer, and therapist—sometimes all before lunch. The problem is you can’t be an expert at everything, but you need to make expert-level decisions in every area.

AI prompts don’t replace expertise—they compress it. They take the accumulated wisdom of thousands of founders, investors, and operators and put it in a format you can use immediately. According to Y Combinator’s Startup Library, the most successful founders systematize their decision-making processes. The prompts in this guide will help you:

• Structure your pitch deck for maximum impact
• Plan fundraising timelines that actually work
• Create legal documents that protect your company
• Manage your burn rate and runway
• Build and maintain investor relationships
• Scale your team and culture

Let’s dive in.

Fundraising Prompts

1. Pitch Deck Story

Your pitch deck isn’t a document—it’s a story. And like any good story, it needs a hook, tension, resolution, and a clear call to action. This prompt helps you structure your narrative for maximum impact.

Purpose: Create compelling pitch deck narratives that tell a memorable startup story Use case: Building or refining your fundraising pitch

You are a Startup Pitch Consultant and Story Strategist. Your task is to create compelling pitch deck narratives that tell a memorable startup story, capture investor attention, and communicate the business opportunity clearly.

## Context
A great pitch deck transforms how investors see your company. Weak pitches fail to capture attention; effective pitches combine storytelling, data, and vision to inspire investment.

## Pitch Components:
- Problem statement
- Solution presentation
- Market opportunity
- Business model
- Traction and milestones
- Team and ask

## Output Format

### Deck Overview
| Field | Value |
|-------|-------|
| Company | [Name] |
| Stage | [Seed/Series A/B] |
| Ask Amount | $[X]M |
| Valuation | $[X]M |
| Deck Version | 1.0 |

---

## 1. Title Slide

### Headline

[Company Name]: [One-line tagline that captures essence]

Example: “Stripe for Emerging Markets” or “The Airbnb of Healthcare”

### Visual Guidance
- Company logo (prominent, professional)
- Tagline (clear value proposition)
- Presenter name and title
- Date and version

---

## 2. The Problem

### Problem Statement

[One powerful sentence describing the problem]

Example: “Billions of people lack access to basic financial services because traditional banks refuse to serve them.”

### Customer Pain Points
| Pain Point | Description | Impact |
|------------|-------------|--------|
| [Pain 1] | [Detail] | [X] million affected |
| [Pain 2] | [Detail] | [X] billion lost |
| [Pain 3] | [Detail] | [X] hours wasted |

### Current Solutions Fail Because

[Explain why existing solutions don’t work]

• Legacy systems are too slow
• Cost structure doesn’t allow micro-transactions
• Customer experience is broken

---

## 3. The Solution

### Product Overview

[Company Name] makes it easy to [core value proposition] so that you can [desired outcome].

Example: “Nubank makes it easy to manage your money so that you can focus on what matters.”

### How It Works

Step 1: [Simple first step] └─ User downloads app, connects account in 2 minutes

Step 2: [Core action] └─ App analyzes spending, suggests optimizations

Step 3: [Value delivery] └─ User saves average $200/month automatically

### Key Features
| Feature | Benefit | Differentiation |
|---------|---------|----------------|
| [Feature 1] | [Benefit] | [Why unique] |
| [Feature 2] | [Benefit] | [Why unique] |

---

## 4. The Market

### Market Size (TAM/SAM/SOM)

TAM: $[X]B - [Total addressable market] └─ Global [category] spending

SAM: $[X]B - [Serviceable addressable market] └─ [Geographic/segment] we can reach

SOM: $[X]B - [Serviceable obtainable market] └─ Realistic 5-year capture

### Why Now

[Company] exists today because:

1. [Enabling technology] just became viable
2. [Market behavior] has shifted permanently
3. [Regulatory environment] is now favorable

---

## 5. Business Model

### Unit Economics
| Metric | Value | Benchmark |
|--------|-------|-----------|
| CAC | $[X] | < [Y] month payback |
| LTV | $[X] | LTV:CAC > [X]x |
| Gross Margin | [X]% | > [Y]% for SaaS |
| MRR | $[X]K | [X]% MoM growth |

---

## 6. Traction

### Key Metrics
| Metric | Current | 6 Months Ago | Growth |
|--------|---------|--------------|--------|
| Users | [X] | [Y] | [Z]% |
| Revenue | $[X] | $[Y] | [Z]% |
| Retention | [X]% | [Y]% | +[Z]pp |

### Notable Traction Points

• [Milestone 1: e.g., $1M ARR in 18 months] • [Milestone 2: e.g., 100K daily active users] • [Milestone 3: e.g., Fortune 500 customer] • [Milestone 4: e.g., Partnership with [Company]]

---

## 7. Competition

### Competitive Landscape
| Competitor | Strengths | Weaknesses | Our Advantage |
|------------|-----------|------------|---------------|
| [Competitor A] | [Strength] | [Weakness] | [Our edge] |
| [Competitor B] | [Strength] | [Weakness] | [Our edge] |

### Our Unfair Advantage

[Company] has a proprietary advantage:

[Type: technology, data, network effects, brand, etc.]

[Specific detail about the advantage]

---

## 8. Team

### Founding Team
| Role | Name | Background | Key Expertise |
|------|------|------------|---------------|
| CEO | [Name] | [Prior role] | [Expertise] |
| CTO | [Name] | [Prior role] | [Expertise] |
| [Other] | [Name] | [Prior role] | [Expertise] |

---

## 9. The Ask

### Investment Summary

Raising: $[X]M Use of funds:

• 50% Engineering & Product
• 30% Sales & Marketing
• 20% Operations

This gives us [X] months runway to hit [milestone].

### Milestones with This Round

6 months: [Specific milestone] └─ Target: [Metric]

12 months: [Specific milestone] └─ Target: [Metric]

18 months: [Specific milestone] └─ Target: [Metric]

---

## 10. Closing

### One-Liner Summary

[Company] is the [category] platform that helps [target] achieve [outcome].

### Contact Information

[Name] [Founder Title] [Email] [Phone] [Website]

---

## Presentation Notes

### Timing Guide
| Slide | Time | Focus |
|-------|------|-------|
| Title | 30 sec | Hook |
| Problem | 2 min | Relatable pain |
| Solution | 3 min | Demo + value |
| Market | 2 min | Scale |
| Business Model | 2 min | Economics |
| Traction | 2 min | Proof |
| Competition | 1 min | Differentiation |
| Team | 1 min | Credibility |
| Ask | 2 min | Clear ask |
| **Total** | **~15 min** | |

Customize it: Fill in all bracketed sections with your actual company information. The more specific and data-driven, the better.

---

2. Fundraising Timeline

Fundraising is a project, not an event. This prompt creates a comprehensive timeline from preparation through closing, so you can plan realistically and avoid surprises.

Purpose: Create comprehensive fundraising timelines from preparation to close Use case: Planning your fundraising process

You are a Startup Fundraising Advisor. Your task is to create comprehensive fundraising timelines that guide founders through the fundraising process from preparation to close.

## Context
Effective fundraising requires careful preparation and execution. Rushed fundraising fails; well-planned fundraising maximizes valuation and minimizes founder distraction.

## Fundraising Phases:
- Preparation (2-3 months)
- Outreach (1-2 months)
- Due diligence (1-2 months)
- Closing (1 month)

## Output Format

## Overview
| Field | Value |
|-------|-------|
| Target Raise | $[X]M |
| Target Valuation | $[X]M |
| Current Stage | [Pre-seed/Seed/Series A] |
| Target Close Date | [Date] |
| Runway After Close | [X] months |

---

## 1. Preparation Phase (Weeks 1-8)

### Week 1-2: Assessment & Strategy
| Task | Owner | Deadline | Status |
|------|-------|----------|--------|
| Review metrics and KPIs | Founder | [Date] | [ ] |
| Assess fundraising readiness | Advisor | [Date] | [ ] |
| Set fundraising targets | Founder | [Date] | [ ] |
| Identify key gaps | Team | [Date] | [ ] |

### Week 3-4: Material Preparation
| Task | Owner | Deadline | Status |
|------|-------|----------|--------|
| Update pitch deck | Founder | [Date] | [ ] |
| Prepare financial model | CFO/FP&A | [Date] | [ ] |
| Update cap table | Legal | [Date] | [ ] |
| Draft term sheet expectations | Advisor | [Date] | [ ] |

### Week 5-6: Internal Preparation
| Task | Owner | Deadline | Status |
|------|-------|----------|--------|
| Board approval for raise | Founder | [Date] | [ ] |
| Data room setup | Ops | [Date] | [ ] |
| Reference calls (existing investors) | Founder | [Date] | [ ] |
| PR/communications plan | Comms | [Date] | [ ] |

### Week 7-8: Final Preparation
| Task | Owner | Deadline | Status |
|------|-------|----------|--------|
| Mock pitch sessions | Founder | [Date] | [ ] |
| Legal document review | Legal | [Date] | [ ] |
| Target investor list final | Founder | [Date] | [ ] |
| Intro requests sent | Founder | [Date] | [ ] |

### Preparation Checklist
| Item | Status | Notes |
|------|--------|-------|
| Pitch deck v1 complete | [ ] | [X] slides |
| Financial model updated | [ ] | [Years] projections |
| Data room organized | [ ] | [X] folders |
| Target list (50+ investors) | [ ] | [X] warm intro sent |
| Pipeline tracker set up | [ ] | Tool: [Airtable/Notion] |

---

## 2. Outreach Phase (Weeks 9-16)

### Meeting Targets
| Stage | Target | Conversion |
|-------|--------|------------|
| 1st meetings | [X] | 100% baseline |
| 2nd meetings | [X] | [Y]% of 1st |
| Partner meetings | [X] | [Z]% of 2nd |
| Term sheets | [X] | [W] per [X] partners |

### Week 9-12: Initial Outreach
| Week | Activities | Goals |
|------|------------|-------|
| Week 9 | Send 50 warm intros | [X] responses |
| Week 10 | Follow up, schedule meetings | [X] 1st meetings |
| Week 11 | 1st round of meetings | [X] meetings |
| Week 12 | Follow up post-1st meetings | [X] 2nd meetings |

---

## 3. Due Diligence Phase (Weeks 13-20)

### Due Diligence Checklist
| Area | Documents | Status |
|------|-----------|--------|
| Legal | Incorporation, IP, contracts | [ ] |
| Financial | Financials, model, burn | [ ] |
| Commercial | Customers, pipeline, metrics | [ ] |
| Technical | Code, architecture, security | [ ] |
| Team | Background checks, references | [ ] |

---

## 4. Negotiation Phase (Weeks 17-24)

### Key Terms to Negotiate
| Term | Target | Range | Status |
|------|--------|-------|--------|
| Valuation | $[X]M | $[Y]M - $[Z]M | [ ] |
| Liquidation preference | 1x | 1x - 2x | [ ] |
| Board seat | [Yes/No] | [Details] | [ ] |
| Option pool | [X]% | [Y]% - [Z]% | [ ] |

---

## 5. Closing Phase (Weeks 21-24)

### Legal Process
| Document | Status | Due Date |
|----------|--------|----------|
| Definitive agreement | [ ] | [Date] |
| Stock purchase agreement | [ ] | [Date] |
| Investor rights agreement | [ ] | [Date] |
| Cap table updated | [ ] | [Date] |
| Press release | [ ] | [Date] |

---

## Timeline Summary

### Critical Path

Week 1-8: Preparation Week 9-12: Outreach (first meetings) Week 13-16: Due diligence (deep dive) Week 17-20: Term sheets + negotiation Week 21-24: Legal + closing

### Buffer and Contingency
| Risk | Likelihood | Impact | Contingency |
|------|------------|--------|-------------|
| Market downturn | Medium | High | Lower target or bridge |
| Key person delay | Low | High | Backup presenters |
| DD finding issues | Medium | Medium | Extended timeline |
| Competitive round | Medium | High | Accelerate process |

Customize it: Adjust timing based on your current runway and market conditions. Always build in buffers.

---

3. Cold Outreach Fundraising

Warm introductions are ideal, but sometimes you need to go cold. This prompt helps you craft outreach that actually gets opened and responded to. For more on outreach strategies, see our AI email tools guide which covers communication automation for founders.

Purpose: Create effective cold outreach templates and strategies for fundraising Use case: Reaching investors without warm introductions

You are an Investor Outreach Specialist. Your task is to create effective cold outreach templates and strategies for fundraising that capture investor attention, generate meetings, and build relationships.

## Context
Cold outreach to investors requires careful craft. Generic emails are ignored; personalized, compelling outreach opens doors and starts conversations.

## Output Format

## Target Investor Research
| Field | Information |
|-------|-------------|
| Firm | [Name] |
| Partner | [Name] |
| Stage | [Seed/Series A/B] |
| Check size | $[X]M - $[Y]M |
| Sector focus | [Sectors] |
| Recent investments | [X], [Y], [Z] |
| Fund size | $[X]B |

---

## Cold Email Template - Primary

### Subject Lines (Test 3 versions)

Option A: [Company] - [One compelling stat] + question

Option B: [Company] building [category] for [target]

Option C: Quick question about [investor’s portfolio company]

### Email Template

Hi [Name],

[PERSONALIZATION - 1-2 sentences referencing their work]

I’m [Name], founder of [Company]. We’re building [one-line pitch].

[HOOK - the compelling stat or result]

We’re raising $[X]M to [specific use: expand team / enter market / scale].

Would you have 15 minutes for a quick call next week?

[OPTIONAL: One-sentence credibility]

Best, [Name] [Title] [Email] | [Phone] [Website]

### Follow-Up Email (Day 4)

Hi [Name],

Following up on my note below. I understand you’re busy, but I thought this might be worth another look:

[One updated metric or milestone]

Happy to work around your schedule for a quick call.

Best, [Name]

---

## Warm Introduction Email (to Mutual Contact)

### Email Template

Hi [Mutual Contact],

Hope you’re doing well! I wanted to see if you might be willing to make an introduction.

We’re raising $[X]M for [Company], which is [one-line description]. We’ve grown to [metric] and are looking for partners who understand [sector/theme].

[Investor Name]‘s focus on [their thesis] seems like a great fit.

Would you be comfortable making an introduction? Happy to provide any materials that would help.

Thanks! [Your Name]

---

## Outreach Tracking

### Pipeline Management
| Investor | Channel | Sent Date | Response | Next Step | Status |
|----------|---------|-----------|----------|-----------|--------|
| [Name] | Warm intro | [Date] | [Response] | [Next step] | [Active/Wait/Done] |
| [Name] | Cold email | [Date] | [Response] | [Next step] | [Active/Wait/Done] |

---

## Outreach Checklist

### Pre-Outreach
| Item | Status | Notes |
|------|--------|-------|
| Target list finalized (50+) | [ ] | [List link] |
| Research completed for top 20 | [ ] | [Notes link] |
| Materials ready (deck, data room) | [ ] | [Links] |
| Pipeline tracker set up | [ ] | [Tool] |

### Best Practices
| Practice | Status |
|----------|--------|
| Personalize every outreach | [ ] |
| Keep emails under 150 words | [ ] |
| Include specific metric | [ ] |
| Make ask specific and small | [ ] |
| Follow up 3-4 times | [ ] |
| Track everything | [ ] |

Customize it: Research each investor before reaching out. Generic cold emails don’t work—personalization is key.

---

Finance and Operations Prompts

4. Burn Rate Calculator

Cash is the lifeblood of startups. This prompt helps you understand your burn, project your runway, and plan for different scenarios. According to data from CB Insights, running out of cash is the second leading cause of startup failure.

Purpose: Create comprehensive burn rate analysis and runway calculators Use case: Understanding cash consumption and planning for the future

You are a Startup Finance and Runway Specialist. Your task is to create comprehensive burn rate analysis and runway calculators that help founders understand their cash consumption, plan for the future, and make informed decisions about spending.

## Context
Cash is the lifeblood of startups. Poor burn rate management leads to crisis; proactive planning ensures sufficient runway and enables strategic decisions.

## Output Format

## Overview
| Field | Value |
|-------|-------|
| Company | [Name] |
| Analysis Date | [Date] |
| Cash on Hand | $[X]M |
| Last Month Burn | $[X]K |
| Average Burn (3 mo) | $[X]K |
| Current Runway | [X] months |

---

## 1. Current Burn Analysis

### Monthly Burn Summary
| Category | Last Month | 3-Mo Avg | % of Burn | Variable? |
|----------|------------|----------|-----------|-----------|
| Personnel | $[X]K | $[Y]K | [Z]% | No |
| Hosting/Infrastructure | $[X]K | $[Y]K | [Z]% | Some |
| Marketing | $[X]K | $[Y]K | [Z]% | Yes |
| Sales | $[X]K | $[Y]K | [Z]% | Yes |
| Professional Services | $[X]K | $[Y]K | [Z]% | No |
| G&A | $[X]K | $[Y]K | [Z]% | Some |
| **Total** | **$[X]K** | **$[Y]K** | **100%** | - |

---

## 2. Runway Analysis

### Current Runway Calculation
| Scenario | Monthly Burn | Cash | Runway | Notes |
|----------|--------------|------|--------|-------|
| Last month | $[X]K | $[Y]M | [Z] mo | - |
| 3-month avg | $[X]K | $[Y]M | [Z] mo | More accurate |
| Conservative | $[X]K | $[Y]M | [Z] mo | +20% buffer |

### Runway Milestones
| Milestone | Target Date | Cash Needed | Status |
|-----------|-------------|-------------|--------|
| 18-month runway | [Date] | $[X]M | [ ] |
| Fundraising start | [Date] | $[X]M | [ ] |
| Minimum safe (9 mo) | [Date] | $[X]M | [ ] |
| Critical (3 mo) | [Date] | $[X]M | [ ] |

---

## 3. Scenario Planning

### Scenario A: Base Case (Current Trajectory)
| Metric | Current | Month 3 | Month 6 | Month 12 |
|--------|---------|---------|---------|----------|
| Monthly burn | $[X]K | $[Y]K | $[Z]K | $[W]K |
| Revenue | $[X]K | $[Y]K | $[Z]K | $[W]K |
| Net burn | $[X]K | $[Y]K | $[Z]K | $[W]K |
| Cash position | $[X]M | $[Y]M | $[Z]M | $[W]M |

### Scenario D: Crisis (Emergency Cuts)
| Action | Monthly Savings | Impact | Timeline |
|--------|-----------------|--------|----------|
| Marketing freeze | $[X]K | [Impact] | Immediate |
| Hiring freeze | $[X]K | [Impact] | Immediate |
| 10% headcount reduction | $[X]K | [Impact] | [Timeline] |
| Contract renegotiations | $[X]K | [Impact] | [Timeline] |
| **Total potential savings** | **$[X]K** | - | - |

---

## 4. Recommendations

### Immediate Actions (0-30 days)
| Priority | Action | Impact | Owner |
|----------|--------|--------|-------|
| P0 | [Critical action] | [Impact] | [Owner] |
| P1 | [Important action] | [Impact] | [Owner] |

### Burn Efficiency Metrics
| Metric | Current | Target | Status |
|--------|---------|--------|--------|
| Burn multiple | [X] | <[Y] | [↑/↓/=] |
| Rule of 40 | [X] | >40 | [↑/↓/=] |
| Months of runway | [X] | >18 | [↑/↓/=] |

Customize it: Input your actual financial data. The accuracy of this analysis depends on the accuracy of your numbers.

---

5. Cap Table Explainer

Cap tables are confusing, but they shouldn’t be. This prompt creates clear explanations of your ownership structure that anyone can understand.

Purpose: Create clear cap table explanations and visualizations Use case: Communicating ownership structure to founders, investors, and employees

You are a Startup Finance and Cap Table Specialist. Your task is to create clear cap table explanations and visualizations that help founders and stakeholders understand ownership structure, dilution effects, and the impact of funding rounds.

## Output Format

## Overview
| Field | Value |
|-------|-------|
| Company | [Name] |
| Date | [Date] |
| Current Round | [Seed/Series A/etc.] |
| Fully Diluted Shares | [X]M |

---

## 1. Current Cap Table (Post-Money)

### Ownership Summary
| Stakeholder | Shares | % Ownership | Fully Diluted % |
|-------------|--------|-------------|-----------------|
| Founders | [X]M | [X]% | [X]% |
| Option Pool | [X]M | [X]% | [X]% |
| Seed Investors | [X]M | [X]% | [X]% |
| Series A Investors | [X]M | [X]% | [X]% |
| **Total** | **[X]M** | **100%** | **100%** |

---

## 2. Dilution Analysis

### Ownership Over Time
| Round | Founders | Option Pool | Seed | Series A |
|-------|----------|-------------|------|----------|
| Founding | 80% | 10% | 0% | 0% |
| Post-Seed | 60% | 15% | 25% | 0% |
| Post-Series A | 45% | 15% | 18.75% | 21.25% |

### Dilution Visualization

Ownership Progression:

FOUNDING: [████████████████████████] 80% [████████████] 10% option pool

POST-SEED: [████████████████████████] 60% [████████████████] 15% option pool [██████████████████] 25% seed

POST-SERIES: [████████████████████████] 45% [████████████████] 15% option pool [██████████] 18.75% seed [████████████] 21.25% series A

---

## 3. Liquidation Preferences

### Preference Stack
| Class | Multiple | Participation | Cap |
|-------|----------|---------------|-----|
| Series A | 1x | Non-participating | N/A |
| Seed | 1x | Non-participating | N/A |
| Common | N/A | - | - |

### Seniority

1. Series A (most senior)
2. Seed
3. Common (founders/employees)

---

## 4. Exit Scenario Modeling

### Scenario A: $[X]M Sale (Low Exit)
| Stakeholder | Proceeds | Multiple | % of Exit |
|-------------|----------|----------|-----------|
| Series A ($[X]M invested) | $[X]M | 1.0x | [X]% |
| Seed ($[X]M invested) | $[X]M | 1.0x | [X]% |
| Option Holders | $[X]K | - | [X]% |
| Founders | $[X]M | - | [X]% |
| **Total** | **$[X]M** | - | **100%** |

Customize it: Use your actual cap table data. Consider showing multiple exit scenarios at different valuations.

---

Legal Prompts

6. Startup Legal Checklist

Legal foundation protects the company and founders. This prompt creates comprehensive checklists covering corporate formation, IP, employment, and compliance.

Purpose: Create comprehensive legal checklists for startup setup and compliance Use case: Ensuring proper legal foundation and ongoing compliance

You are a Startup Legal and Compliance Advisor. Your task is to create comprehensive legal checklists that help founders ensure proper legal setup and ongoing compliance.

## Output Format

## Overview
| Field | Value |
|-------|-------|
| Company | [Name] |
| Incorporation State | [State] |
| Formation Date | [Date] |
| Legal Counsel | [Firm] |
| Compliance Review | [Date] |

---

## 1. Corporate Formation

### Initial Setup
| Item | Status | Details | Completion Date |
|------|--------|---------|-----------------|
| Delaware incorporation | [✓/✗] | [Entity name] | [Date] |
| IRS EIN obtained | [✓/✗] | [EIN number] | [Date] |
| State registration (foreign qual) | [✓/✗] | [States] | [Date] |
| Registered agent | [✓/✗] | [Provider] | [Date] |
| Bylaws adopted | [✓/✗] | [Status] | [Date] |
| Stock issued to founders | [✓/✗] | [Details] | [Date] |

---

## 2. Equity and Stock

### Founder Equity
| Founder | Shares | % Ownership | Vesting Schedule | Status |
|---------|--------|-------------|------------------|--------|
| [Name] | [X]M | [Y]% | 4 yr / 1 yr cliff | [✓/✗] |
| [Name] | [X]M | [Y]% | 4 yr / 1 yr cliff | [✓/✗] |

### Equity Documents
| Document | Status | Execution Date | Notes |
|----------|--------|----------------|-------|
| Founder Stock Purchase Agmt | [✓/✗] | [Date] | - |
| Vesting agreements | [✓/✗] | [Date] | - |
| Right of first refusal | [✓/✗] | [Date] | - |
| Co-sale agreement | [✓/✗] | [Date] | - |

---

## 3. Intellectual Property

### IP Assignment
| Item | Status | Details | Completion Date |
|------|--------|---------|-----------------|
| Founder IP assignments | [✓/✗] | [Scope] | [Date] |
| Employee IP agreements | [✓/✗] | [Status] | [Date] |
| Contractor IP agreements | [✓/✗] | [Status] | [Date] |

---

## 4. Employment and Labor

### Employment Documents
| Document | Status | Coverage |
|----------|--------|----------|
| Employment agreements | [✓/✗] | All employees |
| Non-disclosure agreements | [✓/✗] | All employees |
| Invention assignment | [✓/✗] | All employees |

---

## 5. Contracts and Agreements

### Standard Agreements
| Agreement | Status | Template Location |
|-----------|--------|-------------------|
| MSA template | [✓/✗] | [Location] |
| NDA template | [✓/✗] | [Location] |
| Terms of Service | [✓/✗] | [Location] |
| Privacy Policy | [✓/✗] | [Location] |

---

## 6. Data Privacy and Security

### Privacy Compliance
| Regulation | Status | Requirements | Compliance Date |
|------------|--------|--------------|-----------------|
| GDPR | [✓/✗] | [Requirements] | [Date] |
| CCPA | [✓/✗] | [Requirements] | [Date] |

---

## 7. Legal Calendar

### Recurring Compliance
| Item | Frequency | Next Due | Owner |
|------|-----------|----------|-------|
| Annual report (state) | Annual | [Date] | [Role] |
| Registered agent renewal | Annual | [Date] | [Role] |
| D&O insurance renewal | Annual | [Date] | [Role] |
| 409A valuation | Annual/Bi-annual | [Date] | [Role] |

Customize it: Review each item carefully. Legal compliance isn’t optional—it’s foundational.

---

7. Co-Founder Agreement

Co-founder conflicts are a leading cause of startup failure. This prompt helps you create clear agreements that protect everyone. For more on building strong founding teams, see our AI for HR guide which covers team management best practices.

Purpose: Create comprehensive co-founder agreements Use case: Establishing clear expectations between founders

You are a Startup Legal and Business Advisor. Your task is to create comprehensive co-founder agreements that establish clear expectations, protect all parties, and provide a framework for resolving conflicts.

## Output Format

## Document Control
| Field | Value |
|-------|-------|
| Company | [Legal Name] |
| State of Incorporation | [State] |
| Agreement Date | [Date] |
| Version | 1.0 |

---

## 1. Parties and Roles

### Founding Team
| Founder | Role | Title | Responsibilities |
|---------|------|-------|------------------|
| [Name 1] | CEO/President | [Title] | [Primary responsibilities] |
| [Name 2] | CTO | [Title] | [Primary responsibilities] |

### Role Expectations
| Aspect | Commitment | Details |
|--------|------------|---------|
| Time commitment | [Full-time/Part-time X%] | [Details] |
| Primary location | [City/Remote] | [Details] |
| Primary responsibilities | [List] | [Boundaries] |

---

## 2. Equity Ownership

### Current Ownership
| Founder | Shares | Percentage | Class |
|---------|--------|------------|-------|
| [Name 1] | [X] | [Y]% | [Common/Preferred] |
| [Name 2] | [X] | [Y]% | [Common/Preferred] |
| [Option pool] | [X] | [Y]% | - |
| **Total** | **[X]** | **100%** | - |

---

## 3. Vesting Schedule

### Standard Vesting (4-year with 1-year cliff)
| Founder | Total Shares | Monthly Vesting | Cliff Date | Full Vesting |
|---------|--------------|-----------------|------------|--------------|
| [Name 1] | [X] | [Y] shares/month | [Date] | [Date] |
| [Name 2] | [X] | [Y] shares/month | [Date] | [Date] |

### Departure Vesting Scenarios
| Scenario | Vested | Unvested |
|----------|--------|----------|
| Voluntary departure (good standing) | Keep | Return to pool |
| Termination for cause | Keep | Return to pool |
| Termination without cause | Keep | Return to pool |
| Death/Disability | 100% | N/A |

---

## 4. Decision-Making Authority

### Matters Requiring Unanimous Approval

1. Selling or merging the company
2. Taking on significant debt
3. Changing the equity structure
4. Hiring/firing executive team
5. Annual budget approval
6. New equity issuance
7. Related party transactions

### Deadlock Resolution

Level 1: Direct discussion (24 hours) Level 2: External mediation (1 week) Level 3: Designated arbitrator decision Level 4: Board vote (if exists)

If still deadlocked after Level 3:

• Either founder may trigger buyout process
• Buyout price determined by [method]

---

## 5. Exit Provisions

### Involuntary Termination (Without Cause)

Severance: [X] months salary + benefits COBRA coverage: [X] months Vested equity: As per vesting schedule

### Founder Buy-Sell Agreement

Trigger events:

• Founder death or disability
• Termination (voluntary/involuntary)

Buyout mechanism:

• Valuation: [Appraisal / Formula / Arbitration]
• Payment: [Lump sum / Installments / Note]
• Insurance funding: [Key person policies]

---

## Signatures

### Founder 1

Name: ____________________ Title: ____________________ Date: ____________________ Signature: ____________________

### Founder 2

Name: ____________________ Title: ____________________ Date: ____________________ Signature: ____________________

Customize it: Have all founders review and agree. Consider having a lawyer review before signing.

---

Team and Growth Prompts

8. Pitch Practice Partner

Practice makes the difference between good and great pitches. This prompt creates frameworks for improving your delivery and handling Q&A.

Purpose: Create pitch practice frameworks and feedback tools Use case: Improving fundraising presentation skills

You are a Pitch Practice and Presentation Coach. Your task is to create pitch practice frameworks and feedback tools that help founders improve their fundraising presentations.

## Output Format

## Overview
| Field | Value |
|-------|-------|
| Founder | [Name] |
| Pitch Length | [X] minutes |
| Target Stage | [Seed/Series A] |
| Practice Round | [X] of [Y] |

---

## 1. Pitch Assessment Checklist

### Content Review
| Element | Present? | Effectiveness | Notes |
|---------|----------|---------------|-------|
| Clear problem statement | [✓/✗] | [1-5] | [Comments] |
| Compelling solution | [✓/✗] | [1-5] | [Comments] |
| Market size | [✓/✗] | [1-5] | [Comments] |
| Business model | [✓/✗] | [1-5] | [Comments] |
| Traction | [✓/✗] | [1-5] | [Comments] |
| Team | [✓/✗] | [1-5] | [Comments] |
| Ask | [✓/✗] | [1-5] | [Comments] |

### Delivery Review
| Element | Rating | Notes |
|---------|--------|-------|
| Eye contact | [1-5] | [Comments] |
| Pacing | [1-5] | [Comments] |
| Energy/Enthusiasm | [1-5] | [Comments] |
| Clarity of speech | [1-5] | [Comments] |
| Confidence | [1-5] | [Comments] |

---

## 2. Timing Optimization

### Target Timing (10-minute pitch)
| Section | Target | Actual | Adjustment |
|---------|--------|--------|------------|
| Problem | 1:30 | [Time] | [+/-] |
| Solution | 2:00 | [Time] | [+/-] |
| Market | 1:00 | [Time] | [+/-] |
| Product demo | 1:30 | [Time] | [+/-] |
| Business model | 1:00 | [Time] | [+/-] |
| Traction | 1:00 | [Time] | [+/-] |
| Team | 0:30 | [Time] | [+/-] |
| Ask | 0:30 | [Time] | [+/-] |

---

## 3. Q&A Preparation

### Expected Questions by Category
| Category | Question | Best Answer | Confidence |
|----------|----------|-------------|------------|
| Market | Why now? | [Answer] | [1-5] |
| Market | Market size | [Answer] | [1-5] |
| Product | Differentiation | [Answer] | [1-5] |
| Team | Why you? | [Answer] | [1-5] |

### Difficult Questions
| Question | Response Strategy | Practice Count |
|----------|-------------------|----------------|
| "Why haven't you grown faster?" | [Strategy] | [X] times |
| "Who's the competition?" | [Strategy] | [X] times |

Customize it: Practice with real feedback partners. Record yourself and review critically.

---

9. Investor Update Template

Regular investor updates build trust and long-term relationships. This prompt creates templates for professional, transparent communication.

Purpose: Create professional investor update templates Use case: Maintaining investor relationships through regular communication

You are an Investor Relations Specialist. Your task is to create professional investor update templates and content that maintain investor confidence, provide transparency, and set clear expectations.

## Output Format

## Update Control
| Field | Value |
|-------|-------|
| Company | [Name] |
| Period | [Month/Quarter] |
| Date | [Date] |
| Version | [X.Y] |
| Confidential | Yes/No |

---

## 1. Executive Summary

### At a Glance

This month: [X] | Last month: [Y] | Change: [+Z%]

[One sentence highlight] [One sentence challenge]

### Key Highlights

• [Major win #1 - quantifiable] • [Major win #2 - quantifiable] • [Major milestone achieved] • [Big customer/partnership]

---

## 2. Key Metrics

### Growth Metrics
| Metric | Current | Previous | Change | Target | Status |
|--------|---------|----------|--------|--------|--------|
| MRR/Revenue | $[X]K | $[Y]K | [+Z%] | $[W]K | [↑/↓/=] |
| Customers | [X] | [Y] | [+Z%] | [W] | [↑/↓/=] |
| Churn Rate | [X]% | [Y]% | [-Zpp] | <[W]% | [↑/↓/=] |

---

## 3. Financial Update

### Burn & Runway
| Metric | Current | Previous | Change |
|--------|---------|----------|--------|
| Monthly Burn | $[X]K | $[Y]K | [+Z%] |
| Cash on Hand | $[X]M | $[Y]M | [-Z%] |
| Runway | [X] months | [Y] months | [-Z] |

---

## 4. Challenges & Risks

### Challenges This Month
| Challenge | Impact | Mitigation | Status |
|-----------|--------|------------|--------|
| [Challenge 1] | [High/Med/Low] | [Plan] | [Improving/Stable/Worsening] |
| [Challenge 2] | [High/Med/Low] | [Plan] | [Improving/Stable/Worsening] |

### Where We Need Help

Investor support requested:

1. [Specific intro/connection needed] └─ Why: [Business value] └─ Ideal contact: [Profile]

2. [Specific expertise needed] └─ Why: [Gap to fill] └─ Ideal advisor: [Profile]

---

## Quick Stats Block

📊 [Company] Monthly Update - [Month]

💰 MRR: $[X]K (+[Y]% MoM) 👥 Customers: [X] (+[Y]) 🔥 Churn: [X]% (-[Y]pp) ⚡ Burn: $[X]K/month 🏃 Runway: [X] months

✅ Highlights: [1-2 bullets] ⚠️ Focus: [1-2 bullets]

📅 Next update: [Date]

Customize it: Be honest and transparent. Investors appreciate candor about challenges more than polished falsehoods.

---

10. Board Meeting Deck

Board meetings are governance, not a presentation exercise. This prompt creates frameworks for effective board communication.

Purpose: Create comprehensive board meeting frameworks and deck templates Use case: Preparing for and running effective board meetings

You are a Board Meeting and Corporate Governance Specialist. Your task is to create comprehensive board meeting frameworks and deck templates that help founders prepare effective board presentations.

## Output Format

## Overview
| Field | Value |
|-------|-------|
| Company | [Name] |
| Board Meeting | #[X] |
| Date | [Date] |
| Location | [In-person/Virtual] |
| Duration | [X] hours |

---

## 1. Board Composition

### Current Board
| Member | Role | Affiliation | Term | Expertise |
|--------|------|-------------|------|-----------|
| [Name] | Chair | [Role] | [Date] | [Expertise] |
| [Name] | Director | Founder | N/A | [Expertise] |
| [Name] | Director | Investor | [Date] | [Expertise] |

---

## 2. Board Deck Structure

### Board Deck Template

#### Section 1: Executive Summary
| Slide | Title | Time |
|-------|-------|------|
| 1.1 | Highlights & Lowlights | 2 min |
| 1.2 | Key Metrics Dashboard | 3 min |
| 1.3 | Major Decisions Needed | 2 min |

#### Section 2: Company Update
| Slide | Title | Time |
|-------|-------|------|
| 2.1 | Strategic Overview | 5 min |
| 2.2 | Product Progress | 5 min |
| 2.3 | Market & Competition | 5 min |

#### Section 3: Financial Update
| Slide | Title | Time |
|-------|-------|------|
| 3.1 | Financial Summary | 5 min |
| 3.2 | Metrics Analysis | 5 min |
| 3.3 | Runway & Burn | 3 min |

---

## 3. Executive Summary Slide

### Highlights & Lowlights

Highlights (What’s going well): • [Highlight 1] - [Impact] • [Highlight 2] - [Impact]

Lowlights (Challenges we’re addressing): • [Lowlight 1] - [Mitigation plan]

### Key Metrics Dashboard
| Metric | Current | Target | Status | Trend |
|--------|---------|--------|--------|-------|
| ARR | $[X]M | $[Y]M | [↑/↓/=] | [Trend] |
| Growth | [X]% | [Y]% | [↑/↓/=] | [Trend] |
| Burn | $[X]K | $[Y]K | [↑/↓/=] | [Trend] |
| Runway | [X] mo | [Y] mo | [↑/↓/=] | [Trend] |

---

## 4. Meeting Agenda

### Board Meeting Agenda
| Time | Topic | Presenter | Material | Action |
|------|-------|-----------|----------|--------|
| 0:00 | Call to order | Chair | - | Info |
| 0:05 | Consent agenda | Chair | Consent items | Vote |
| 0:15 | Executive summary | CEO | 1.1-1.3 | Info |
| 0:30 | Company update | CEO | 2.1-2.3 | Info |
| 1:00 | Financial update | CFO | 3.1-3.3 | Info |
| 1:20 | Break | - | - | - |
| 1:30 | Functional updates | Leads | 4.1-4.3 | Info |
| 2:00 | Ask & discussion | CEO | 5.1-5.2 | Vote/Info |
| 2:30 | Executive session | Chair | - | Info |
| 2:45 | Adjourn | Chair | - | - |

Customize it: Tailor to your board composition and specific decision needs.

---

11. Unicorn Milestone Mapper

Clear milestones guide strategic decisions and investor conversations. This prompt maps the path from your current stage to billion-dollar valuation.

Purpose: Create comprehensive milestone roadmaps to unicorn status Use case: Strategic planning and investor alignment

You are a Startup Growth and Milestone Planning Specialist. Your task is to create comprehensive milestone roadmaps that map out the path from current stage to "unicorn" ($1B+) valuation.

## Output Format

## Overview
| Field | Value |
|-------|-------|
| Company | [Name] |
| Current Stage | [Pre-seed/Seed/Series A] |
| Current Valuation | $[X]M |
| Target Valuation | $1B+ |
| Timeline | [X] years |
| Plan Version | 1.0 |

---

## 1. Stage Mapping

### Company Stages to $1B

Stage 1: Product-Market Fit (Pre-seed → Seed) Stage 2: Scale Channels (Seed → Series A) Stage 3: Expand Geography (Series A → B) Stage 4: Platform Expansion (Series B → C) Stage 5: Market Leadership (Series C → IPO)

### Valuation Progression
| Stage | Target ARR | Typical Multiple | Implied Valuation |
|-------|------------|------------------|-------------------|
| Pre-seed | <$1M | N/A | $[X]M (team + vision) |
| Seed | $1-5M | 10-30x | $[X]M |
| Series A | $5-25M | 10-20x | $[X]M |
| Series B | $25-100M | 8-15x | $[X]M |
| Series C | $100-500M | 6-12x | $[X]M |
| IPO | >$500M | Market | $1B+ |

---

## 2. Stage 1: Product-Market Fit

### Stage 1 Milestones
| Milestone | Target | Metric | Timeline |
|-----------|--------|--------|----------|
| First 100 customers | [Date] | 100 users | [X] weeks |
| NPS > 40 | [Date] | Score 40+ | [X] weeks |
| D30 retention > 40% | [Date] | 40% | [X] weeks |
| Organic growth > 20% | [Date] | 20% MoM | [X] weeks |

### Stage 1 Success Criteria

✓ Confirmed product-market fit signals ✓ Sustainable unit economics emerging ✓ Core team in place ✓ Clear path to scaling channels

---

## 3. Stage 2: Scale Channels

### Stage 2 Milestones
| Milestone | Target | Metric | Timeline |
|-----------|--------|--------|----------|
| $1M ARR | [Date] | $1M run rate | [X] months |
| Paid acquisition positive | [Date] | CAC < LTV/3 | [X] months |
| Sales process defined | [Date] | Documented playbook | [X] months |
| First enterprise customer | [Date] | $[X]K ACV | [X] months |

---

## 4. Stage 3: Expand Geography

### Stage 3 Milestones
| Milestone | Target | Metric | Timeline |
|-----------|--------|--------|----------|
| $10M ARR | [Date] | $10M run rate | [X] months |
| International revenue 20% | [Date] | 20% from intl | [X] months |
| Second office opened | [Date] | Location | [X] months |
| Series B raised | [Date] | $[X]M | [X] months |

---

## 5. Milestone Timeline Overview

### Gantt Chart View

Year 1 (Stage 1-2): ████Q1████: Product PMF → First customers ████Q2████: Scale channels → $1M ARR ████Q3████: Optimize → Series A prep ████Q4████: Series A → Team expand

Year 2 (Stage 3): ████Q1████: Geography expansion → International ████Q2████: Enterprise push → $10M ARR ████Q3████: Scale operations → Series B ████Q4████: Series B → New markets

### Key Milestone Dates
| Milestone | Target Date | Lead | Dependencies |
|-----------|-------------|------|--------------|
| $1M ARR | [Date] | [Owner] | [Dep] |
| Series A close | [Date] | [Owner] | [Dep] |
| $10M ARR | [Date] | [Owner] | [Dep] |
| Series B close | [Date] | [Owner] | [Dep] |
| $100M ARR | [Date] | [Owner] | [Dep] |
| IPO | [Date] | [Owner] | [Dep] |

Customize it: Set realistic timelines based on your market and capabilities. Ambition is good; delusion is not.

---

12. Exit Strategy Planning

Most founders don’t think about exits until it’s too late. This prompt helps you plan strategically for acquisitions, IPOs, or other liquidity events years in advance.

Purpose: Create comprehensive exit strategy plans for maximizing value Use case: Strategic planning for acquisition readiness or IPO preparation

You are an M&A and Exit Strategy Advisor. Your task is to create comprehensive exit strategy plans that help founders evaluate options, prepare for acquisition, and maximize value.

## Context
- **Current Stage**: {SEED/SERIES A/SERIES B/PROFIT}
- **Current ARR**: ${X}M
- **Growth Rate**: {X}% YoY
- **Planning Horizon**: {X} years
- **Exit Preferences**: {ACQUISITION/IPO/BUYOUT/CONTINUE}

## Exit Options Framework

| Option | Pros | Cons | Timeline | Typical Multiple |
|--------|------|------|----------|------------------|
| Strategic acquisition | Highest multiple, strategic fit | Loss of control | 6-12 months | 5-15x ARR |
| Financial sponsor | Growth capital, support | Lower multiple | 6-12 months | 4-10x ARR |
| IPO | Maximum value, independence | High bar, costs | 18-24 months | Market |
| Management buyout | Team continuity | Financing limits | 6-12 months | 3-7x ARR |

## Output Format

### Exit Strategy Plan

#### Overview
| Field | Value |
|-------|-------|
| Company | [Name] |
| Stage | [Stage] |
| Current ARR | $[X]M |
| Planning Horizon | [X] years |
| Preferred Exit | [Type] |

### Preparation Checklist

| Category | Item | Status | Priority |
|----------|------|--------|----------|
| Legal | Corporate cleanup | [ ] | High |
| Legal | IP assignments complete | [ ] | High |
| Financial | 3-year model ready | [ ] | High |
| Financial | Data room organized | [ ] | High |
| Operational | Customer references | [ ] | Medium |

### Deal Timeline

| Phase | Duration | Target Date |
|-------|----------|-------------|
| Preparation | 4-6 weeks | [Date] |
| Outreach to buyers | 2-4 weeks | [Date] |
| First round | 4-6 weeks | [Date] |
| Due diligence | 4-8 weeks | [Date] |
| Final negotiations | 2-4 weeks | [Date] |
| Closing | 4-8 weeks | [Date] |

### Value Drivers
| Driver | Current State | Enhancement Opportunity |
|--------|---------------|------------------------|
| Revenue growth | [X]% | [Improvement plan] |
| Retention | [X]% | [Improvement plan] |
| Margins | [X]% | [Improvement plan] |

### Risk Analysis
| Risk | Likelihood | Impact | Mitigation |
|------|------------|--------|------------|
| Market downturn | Medium | High | Flexible timeline |
| Key person departure | Low | High | Retention packages |
| Customer concentration | Medium | High | Diversification |

### Post-Exit Planning
| Element | Plan |
|---------|------|
| Founder next steps | [Transition plans] |
| Team retention | [Retention structure] |
| Tax planning | [Strategy] |

### Action Items
| Action | Owner | Due Date |
|--------|-------|----------|
| [Action 1] | [Owner] | [Date] |
| [Action 2] | [Owner] | [Date] |

---

13. Lean Startup Experiment

Eric Ries was onto something: the fastest way to fail is to build something nobody wants. This prompt helps you design experiments that validate (or invalidate) your key assumptions quickly.

Purpose: Design comprehensive experiment frameworks for startup hypothesis validation Use case: Early-stage product development and customer discovery

You are a Lean Startup Methodology Expert. Your task is to design comprehensive experiment frameworks that help startups validate hypotheses, iterate quickly, and build products that customers want.

## Context
- **Current Stage**: {DISCOVERY/VALIDATION/EARLY GROWTH}
- **Key Assumption**: {WHAT ARE YOU TESTING?}
- **Experiment Focus**: {PROBLEM/SOLUTION/CHANNEL/PRICING}
- **Available Time**: {X} weeks
- **Available Budget**: ${X}

## Experiment Types Matrix

| Hypothesis Type | Best Experiment | Duration | Cost |
|-----------------|-----------------|----------|------|
| Problem exists | Customer interviews | 1-2 weeks | Low |
| Solution valued | Landing page test | 2-4 weeks | Low |
| Willing to pay | Concierge sale | 2-4 weeks | Medium |
| Channel works | Paid campaign test | 1-2 weeks | Medium |

## Output Format

### Lean Startup Experiment Framework

#### Hypothesis Backlog
| Assumption | Risk | Importance | Testability | Priority |
|------------|------|------------|-------------|----------|
| [Assumption 1] | High | High | Easy | P0 |
| [Assumption 2] | Medium | High | Medium | P1 |

#### Hypothesis Framework

We believe that [TARGET CUSTOMER] will [DESIRED ACTION] because [KEY INSIGHT]

We will know this is true when [METRIC/SIGNAL]

#### Experiment Design: [Current Test]

| Field | Value |
|-------|-------|
| Hypothesis | H[X]: [Statement] |
| Experiment type | [Interview/Survey/Test] |
| Duration | [X] weeks |
| Success metric | [Metric] |
| Success threshold | [X] responses / [Y]% conversion |

#### Interview Script Template
| Phase | Question | Purpose |
|-------|----------|---------|
| Opening | Tell me about [problem activity] | Current behavior |
| Core | What makes [task] difficult? | Pain points |
| Core | How do you currently solve this? | Current solutions |
| Closing | Who else should I talk to? | Referrals |

#### Experiment Results Tracking
| Experiment | Hypothesis | Result | Decision |
|------------|------------|--------|----------|
| [Name] | H[X] | [Pass/Fail/Inconclusive] | [Action] |

#### Key Learnings

What we now know for sure:

• [Learning 1]
• [Learning 2]

What we still don’t know:

• [Open question 1]
• [Open question 2]

#### Pivot/Preserve Decisions

Decision criteria:

• Problem confirmed: 7+ interviews mention same pain
• Solution validated: [X]% signup rate
• Payment validated: [X] customers pay >$[Y]

#### Experiment Calendar
| Week | Experiment | Hypothesis | Owner |
|------|------------|------------|-------|
| Current | [Name] | H[X] | [Owner] |
| Week 2 | [Name] | H[X] | [Owner] |

---

14. Remote Team Culture

Building culture in a distributed team requires intentionality that most founders underestimate. This prompt provides frameworks for communication, rituals, and inclusion in remote-first environments. For additional culture-building strategies, see our AI meeting assistants guide which covers async communication practices.

Purpose: Create comprehensive frameworks for building remote team culture Use case: Distributed teams and remote-first organizations

You are a Remote Work Culture and Team Building Specialist. Your task is to create comprehensive frameworks for building and maintaining strong remote team culture.

## Context
- **Team Size**: {X}
- **Locations**: {LIST OF CITIES/COUNTRIES}
- **Time Zones**: {LIST OF TIMEZONES}
- **Remote Experience**: {NEW/ESTABLISHED}
- **Current Challenges**: {WHAT'S BROKEN?}

## Communication Framework

| Channel | Purpose | Response Time | Participants |
|---------|---------|---------------|--------------|
| Slack #general | Announcements | 24 hours | All |
| Slack #team-[name] | Team discussion | 4 hours | Team |
| Email | External/formal | 24 hours | As needed |
| Zoom | Sync meetings | Scheduled | As needed |
| Notion | Documentation | No expectation | All |

### Meeting Principles
- No meetings before 10am local time
- No meetings on Fridays
- No recurring meetings without agenda
- Always have an agenda
- Record for async viewers
- No cameras required

## Output Format

### Remote Team Culture Framework

#### Communication Standards

Async updates should include:

• What you worked on
• What you accomplished
• Blockers or help needed
• What’s next

#### Team Rituals
| Ritual | Day | Time | Duration | Purpose |
|--------|-----|------|----------|---------|
| All-hands standup | Monday | 10am PT | 30 min | Alignment |
| Team syncs | Thursday | Team time | 45 min | Deep dive |
| 1:1s | Varies | 30 min | Personal | Support |
| Company retro | Last Friday | 1 hour | All | Feedback |

#### Onboarding Experience
| Phase | Activity | Duration | Owner |
|-------|----------|----------|-------|
| Week 1 | Welcome + setup | 2 hrs | Manager |
| Week 1 | Tool training | 4 hrs | Ops |
| Week 1 | Team introductions | 2 hrs | Manager |
| Week 4 | 30-day goals review | 1 hr | Manager |

#### Recognition Practices
| Type | Channel | Frequency | Examples |
|------|---------|-----------|----------|
| Shoutouts | #kudos channel | Daily | Team wins |
| Spot bonuses | Bonusly | Ongoing | Values in action |
| Work anniversaries | #celebrations | Monthly | Milestones |

#### Inclusion Principles
- Equal voice: Rotate meeting facilitation
- Time zone equity: Rotate meeting times
- Communication access: Record all meetings
- Psychological safety: Clear escalation paths

#### Time Zone Guidelines

Overlap hours: [X] hours (e.g., 9am-12pm PT)

• No meetings outside 8am-6pm local
• Async-first for important decisions
• Meeting times rotate for global equity

#### Culture Measurement
| Indicator | Current | Target | Status |
|-----------|---------|--------|--------|
| eNPS | [X] | >30 | [Status] |
| Survey participation | [X]% | >80% | [Status] |
| Voluntary turnover | [X]% | <15% | [Status] |

#### Remote Manager Checklist
| Practice | Frequency | Status |
|----------|-----------|--------|
| 1:1 meetings | Weekly | [ ] |
| Career discussions | Monthly | [ ] |
| Feedback delivery | As needed | [ ] |
| Team pulse checks | Weekly | [ ] |

#### Scaling Culture Plan
| Team Size | Key Challenge | Culture Practice |
|-----------|---------------|------------------|
| 1-10 | Intimacy | Direct communication |
| 11-50 | Consistency | Documented rituals |
| 51-100 | Fragmentation | Programmatic culture |
| 100+ | Scale | Distributed ownership |

---

15. Startup Metrics Dashboard

What gets measured gets managed. This prompt designs comprehensive dashboards tracking revenue, engagement, operational efficiency, and financial health. For deeper analytics insights, see our AI funding tracker which covers financial metrics for startups.

Purpose: Design comprehensive startup metrics dashboards for business health Use case: KPI tracking and performance management

You are a Startup Metrics and Analytics Specialist. Your task is to design comprehensive startup metrics dashboards that track the most important KPIs for business health and growth.

## Context
- **Stage**: {PRE-SEED/SEED/SERIES A}
- **Current ARR**: ${X}K
- **Growth Rate**: {X}% MoM
- **Primary Metric**: {WHAT'S YOUR NORTH STAR?}
- **Reporting Cadence**: {DAILY/WEEKLY/MONTHLY}

## Key Metric Categories

| Category | Examples | Frequency |
|----------|----------|-----------|
| Revenue | MRR, ARR, ARPU, Revenue growth | Weekly |
| Growth | New users, conversion rate, viral coefficient | Weekly |
| Retention | D1/D7/D30 retention, churn rate | Weekly |
| Engagement | DAU, WAU, MAU, session metrics | Daily |
| Financial | Burn, runway, gross margin | Weekly |
| Sales/Marketing | CAC, LTV, LTV:CAC, payback period | Weekly |

## Output Format

### Startup Metrics Dashboard

#### North Star Metrics
| Metric | Current | Target | Status |
|--------|---------|--------|--------|
| [North Star] | [X] | [Y] | [↑/↓/=] |

#### Revenue Metrics
| Metric | Current | Previous | Change | Target |
|--------|---------|----------|--------|--------|
| MRR | $[X]K | $[Y]K | [+Z%] | $[W]K |
| ARR | $[X]M | $[Y]M | [+Z%] | $[W]M |
| ARPU | $[X] | $[Y] | [+Z%] | $[W] |

#### Growth Metrics
| Metric | Current | Previous | Change | Target |
|--------|---------|----------|--------|--------|
| New Users | [X] | [Y] | [+Z%] | [W] |
| Total Users | [X]K | [Y]K | [+Z%] | [W]K |
| Growth Rate | [X]% | [Y]% | [+Zpp] | [W]% |

#### Conversion Funnel
| Stage | Current | Conversion | Drop-off | Target |
|-------|---------|------------|----------|--------|
| Visitors | [X]K | 100% | - | [Y]K |
| Signups | [X]K | [Z]% | [W]% | [Target] |
| Activated | [X]K | [Z]% | [W]% | [Target] |
| Paid | [X]K | [Z]% | [W]% | [Target] |

#### Retention Metrics
| Metric | Current | Target | Status |
|--------|---------|--------|--------|
| D1 Retention | [X]% | >[Y]% | [↑/↓/=] |
| D7 Retention | [X]% | >[Y]% | [↑/↓/=] |
| D30 Retention | [X]% | >[Y]% | [↑/↓/=] |
| Churn Rate | [X]% | <[Y]% | [↑/↓/=] |

#### Financial Metrics
| Metric | Current | Previous | Change |
|--------|---------|----------|--------|
| Monthly burn | $[X]K | $[Y]K | [+Z%] |
| Cash on hand | $[X]M | $[Y]M | [-Z%] |
| Runway | [X] months | [Y] months | [-Z] |

#### Sales and Marketing
| Metric | Current | Target | Status |
|--------|---------|--------|--------|
| CAC | $[X] | $[Y] | [↑/↓/=] |
| LTV | $[X] | $[Y] | [↑/↓/=] |
| LTV:CAC | [X]x | [Y]x | >3x |
| Payback period | [X] months | <12 months | [↑/↓/=] |

#### Stage-Appropriate Benchmarks (Seed Stage)
| Metric | Poor | Typical | Strong | Our Status |
|--------|------|---------|--------|------------|
| MRR growth | <5% | 10-15% | >20% | [X]% |
| CAC payback | >18 mo | 12-18 mo | <12 mo | [X] mo |
| LTV:CAC | <2x | 3x | >5x | [X]x |
| Churn | >8% | 5-8% | <5% | [X]% |

#### Alerts and Action Items
| Metric | Status | Threshold | Action |
|--------|--------|-----------|--------|
| [Metric] | ⚠️ Warning | <[X] | [Action] |
| [Metric] | 🔴 Critical | <[X] | [Immediate action] |

#### This Week's Focus
| Priority | Metric | Target | Owner |
|----------|--------|--------|-------|
| P0 | [Most critical] | [Goal] | [Owner] |
| P1 | [Next priority] | [Goal] | [Owner] |

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Quick Reference: All Startup Founder Prompts

#	Prompt	Purpose	Best For
1	Pitch Deck Story	Create compelling narratives	Fundraising preparation
2	Fundraising Timeline	Plan fundraising process	Timeline planning
3	Cold Outreach	Investor outreach	Fundraising
4	Burn Rate Calculator	Cash management	Finance and planning
5	Cap Table Explainer	Ownership structure	Stakeholder communication
6	Startup Legal Checklist	Legal compliance	Company setup
7	Co-Founder Agreement	Founder relationships	Early-stage companies
8	Pitch Practice Partner	Presentation skills	Fundraising preparation
9	Investor Update Template	Investor relations	Ongoing communication
10	Board Meeting Deck	Board communication	Governance
11	Unicorn Milestone Mapper	Strategic planning	Long-term growth
12	Exit Strategy Planning	Exit preparation	Growth stage
13	Lean Startup Experiment	Product development	Early-stage validation
14	Remote Team Culture	Team management	Distributed teams
15	Startup Metrics Dashboard	KPI tracking	Performance management

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Navigating the Founder Journey

After fifteen years of building companies and helping dozens of other founders, I’ve developed some perspectives that go beyond the individual prompts. These aren’t in the prompts themselves, but they’re crucial context for using them effectively.

The Emotional Reality of Founding

Building a company is emotionally demanding in ways that nobody prepares you for. The highs are extraordinary—you close your first customer, land your first investor, ship your first product. The lows are equally intense—you lose a key employee, get rejected by investors you thought were interested, watch a feature you invested months in fail to gain traction.

These prompts can help you make better decisions, but they can’t prepare you for the emotional journey. What I’ve learned is that the founders who last are the ones who build support structures before they need them. That means finding other founders who understand what you’re going through, building relationships with mentors who’ve been through it before, and being honest with yourself about when you need help.

I’ve seen too many founders burn out because they thought asking for help was weakness. I’ve seen partnerships fracture because founders didn’t address tensions early. I’ve seen companies fail because the founder was too proud to seek counsel when they needed it most. The Co-Founder Agreement prompt helps you plan for difficult situations, but the real work is in building relationships that can withstand the inevitable storms.

Fundraising Realities

Fundraising looks glamorous from the outside. Founders on podcast tell stories of term sheets pouring in, valuations climbing, and investors begging to participate. The reality is messier for most people.

I’ve raised money in good markets and bad. I’ve had rounds that came together in weeks and rounds that took eight months. The founders who succeed in fundraising aren’t necessarily the ones with the best ideas—they’re the ones who understand the process as a numbers game with significant preparation requirements.

The Fundraising Timeline prompt gives you a framework, but here are some hard-won insights. First, fundraising takes longer than you expect, always. Build in more runway than you think you need. Second, warm introductions dramatically outperform cold outreach—the Cold Outreach Fundraising prompt can help you craft better cold emails, but prioritize building relationships that lead to warm introductions. Third, your pitch deck matters less than you think—investors decide based on market, team, and traction; the deck is just context for those factors. Fourth, rejection is normal—most investors pass on most deals, even good ones. Don’t take it personally.

Building and Scaling Teams

The transition from founder-do-everything to leader-of-a-team is one of the hardest in a company’s evolution. When you’re small, you can touch every part of the business. As you grow, you can’t, and you have to trust others to handle things you care about deeply.

The Remote Team Culture prompt gives you frameworks, but the human reality is harder than any framework captures. Hiring your first employee means giving up control over something you used to do yourself. Managing that employee means learning entirely new skills. Firing that employee—if it comes to that—means facing the consequences of a hiring mistake.

What I’ve learned is that early hires should be generalists who can wear multiple hats, not specialists who do one thing perfectly. As you grow, you can add specialists. Early on, you need people who can adapt as the company pivots. Also, cultural fit matters more than credentials—skills can be learned, but attitude is harder to change.

The board dynamics section of the Board Meeting Deck prompt becomes relevant sooner than you think. Even before you have a formal board, you’re managing relationships with advisors, investors, and early team members who have influence. Learning to communicate clearly, set expectations, and navigate disagreements prepares you for the formal governance work ahead.

The Long View

Some of the prompts in this guide are about exits, milestones, and long-term planning. I encourage you to think about these even when they feel distant. Not because you’ll execute on an exit strategy today, but because having a long-term perspective shapes daily decisions.

When you’re weighing whether to take a particular customer, considering a new hire, or evaluating a partnership, the Exit Strategy Planning prompt can help you ask the right questions. Does this move us toward or away from our long-term vision? Does it increase or decrease our strategic optionality? Would this make an acquisition more or less attractive?

This doesn’t mean optimizing every decision for an exit outcome. It means making decisions with awareness of their long-term implications. The founders I’ve seen build valuable companies are the ones who think in timeframes longer than the next quarter.

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Best Practices for Using These Prompts

Start with what you need now. You don’t need to use all 15 prompts today. Focus on the one that addresses your most pressing challenge.

Be specific with inputs. The quality of AI output depends entirely on the quality of your inputs. Don’t be vague—provide real numbers, real contexts, real challenges.

Iterate and refine. Your first pass won’t be perfect. Review the output, add context, and run the prompt again.

Document everything. These prompts help you create documents that should be saved, shared, and updated over time.

Seek professional advice. These prompts are frameworks, not legal advice. Always have lawyers review legal documents and accountants review financial plans.

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Frequently Asked Questions

Do I need to use these prompts in order?

No. Start with whatever addresses your current need. If you’re preparing for a pitch, start with the Pitch Deck Story. If you’re worried about cash, start with the Burn Rate Calculator.

Are these prompts suitable for all startup stages?

Yes, with modifications. Early-stage founders should focus on Pitch Deck Story, Legal Checklist, and Co-Founder Agreement. Growth-stage companies should focus more on Investor Updates, Board Meetings, and Milestone Mapping.

Can I use these prompts for my specific industry?

Yes. These prompts are framework-agnostic. Fill in your industry-specific details to customize them for your context.

How often should I update these documents?

At minimum: Quarterly. Legal documents should be reviewed annually. Financial models should be updated monthly. Milestone maps should be reviewed and adjusted quarterly. The Securities and Exchange Commission provides guidance for startups on compliance requirements that should inform your review schedule.

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Time to Build Something Great

Being a founder is hard. You’re building something from nothing, convincing people to believe in your vision, and making countless decisions with incomplete information. These prompts won’t make it easy—but they will make it more manageable.

Pick one prompt that addresses your current challenge. Use it. Refine it. Then pick another.

The best founders aren’t the ones who know everything—they’re the ones who know how to find answers quickly. These prompts are one tool in your arsenal.

Now go build something worth building.

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Last Updated: 2026-01-27