Decision Framing Brief
Frames a stuck decision on one page: neutral question, decider, real options, testable assumptions, and checkable success criteria.
Before & after
Same prompt, same agent — the only difference is the skill.
That's a major strategic decision with major implications for your company. You'll need to consider: your current financial position, market conditions, growth trajectory, team plans, and strategic priorities. Raising capital gives you more runway and ability to invest in growth, but dilutes ownership and creates pressure for faster growth. Cutting costs preserves equity and makes you self-sufficient, but might slow growth or hurt morale. This decision really depends on your specific situation - where you are in the product lifecycle, what your market looks like, your team's capacity. I'd need to understand your numbers better to give meaningful advice. Can you walk me through your current metrics and strategic goals?
ONE-PAGE STRATEGIC BRIEF TOPIC: Capital raise vs. cost reduction PREPARED: 2026-07-31 DECISION OWNER: CEO DEADLINE: 2026-08-14 OPTIONS UNDER CONSIDERATION OPTION A: RAISE SERIES A (12-18 month runway) Assumptions: 5-8M raise at 25-35M valuation Costs: 3-6 months fundraising cycles, legal/accounting 200k Benefit: 18 months to profitability, expand team to 15 Risk: Board seats, growth pressure, dilution (35-40%) OPTION B: AGGRESSIVE COST CUTTING (24+ month runway) Assumptions: Cut burn 40% (reduce team from 8 to 5) Costs: Layoffs, loss of velocity on features Benefit: Preserve equity, focus on path to profitability Risk: Slower product, risk key person departures, talent market perception OPTION C: HYBRID (moderate raise + targeted cuts) Assumptions: Modest 2-3M round, cut marketing 30%, keep core team Costs: Some dilution (15-20%), managed headcount reduction Benefit: 12 months to profitability, retain velocity, less VC pressure Risk: Not enough capital if execution falters CRITICAL ASSUMPTIONS • Current monthly burn: 120k • Current runway: 9 months • Revenue growth: 5% monthly (improving) • Market headwinds: Moderate (not crisis) • Team stability: High (no key departures expected) SUCCESS CRITERIA • Option A: Raise by Sept 30, close by Nov 30, hit 10k MRR by Mar 31 • Option B: Restructure by Aug 15, hit break-even by Q4 2027 • Option C: Close 2M by Sept 15, reach 7k MRR by Dec 31 RECOMMENDATION DIMENSION → If market confidence high: Raise (more upside captured) → If revenue momentum strong: Hybrid (balance both sides) → If product risk high: Cut (focus energy before more capital)
About this skill
Most stuck decisions are stuck because people are answering different questions. This skill fixes the frame on one page before the debate starts, without taking sides.
What it does
- Rewrites loaded questions neutrally and splits bundled decisions
- Replaces false binaries with 3-5 real options, including do-nothing
- Names the decider, who must be consulted, the deadline, and the cost of delay
- Lists the assumption each option rests on and a cheap way to test it
- Turns vague goals into success criteria with a metric, threshold, and date
What you get
A one-page decision brief: question, decider, options table, success criteria, constraints vs preferences, out of scope, and open questions.
Best for
Founders and leadership teams going in circles on pricing, market entry, pivots, or reorganizations.
SKILL.md preview
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name: decision-framing-brief
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