From Idea to Launch — AI Prompts Built for Founders

Write a 30-day launch plan for my startup. Context: Product: [WHAT IT DOES] Target customer: [WHO THEY ARE AND WHERE THEY SPEND TIME] Launch goal: [NUMBER OF SIGNUPS, PAYING CUSTOMERS, OR PR HITS] Distribution channels available: [COMMUNITIES, EMAIL LIST, PARTNERSHIPS, PRESS CONTACTS] Team available for launch: [PEOPLE AND THEIR ROLES] Create a week-by-week plan for the 30 days around launch covering: - Week minus 2: pre-launch warm-up (build anticipation, seed early users) - Week minus 1: final prep (assets, messaging, outreach list) - Launch week: day-by-day activity plan - Week plus 1: post-launch follow-through and momentum maintenance For each week include specific actions, the person responsible, and the success metric. End with the single biggest risk to this launch and how to mitigate it.

Write a positioning statement for my startup using the Geoffrey Moore template and two modern alternatives. Context: - Product: [WHAT IT DOES] - Target customer: [WHO THEY ARE] - Category we compete in: [WHAT CATEGORY DO YOU PUT YOURSELF IN] - Key benefit: [THE MOST IMPORTANT OUTCOME WE DELIVER] - Closest alternative: [WHAT CUSTOMERS DO TODAY INSTEAD] - Unique differentiator: [WHY WE ARE BETTER AT DELIVERING THAT BENEFIT] Write three versions: 1. Geoffrey Moore format: "For [target] who [need], [product name] is a [category] that [key benefit]. Unlike [alternative], our product [differentiator]." 2. A one-sentence version optimized for a homepage headline 3. A one-paragraph version for an investor pitch opening Then tell me which version I should use in each context and why.

Help me define my Ideal Customer Profile (ICP) for my B2B startup. My product: [WHAT IT DOES AND THE PROBLEM IT SOLVES]. Here is what I know about my current best customers or target buyers: [LIST ANY COMPANIES, INDUSTRIES, OR PERSONAS YOU HAVE DATA ON] Define my ICP across five dimensions: 1. Firmographic: company size, industry, geography, funding stage, tech stack 2. Situational: what trigger event makes them ready to buy right now 3. Behavioral: how they evaluate and buy software tools 4. Economic: who controls the budget, typical deal size, sales cycle length 5. Pain threshold: what level of pain makes this a priority vs. a nice-to-have Then write a one-paragraph ICP description I can share with my sales and marketing teams. Finish with the three fastest ways to find and reach this ICP today.

Recommend the best distribution channels for my startup at my current stage. Product: [WHAT IT DOES] Target customer: [WHO THEY ARE — JOB TITLE, COMPANY SIZE, INDUSTRY] Stage: [PRE-REVENUE / EARLY REVENUE / POST-PMF] Monthly budget for distribution: [AMOUNT, OR "ZERO — FOUNDERS ONLY"] Founder background and unfair advantages: [RELEVANT NETWORK, AUDIENCE, EXPERTISE] Evaluate the following channels for my situation: content marketing, paid search, LinkedIn outbound, cold email, community-led growth, partnerships, PR, Product Hunt, app marketplaces, and founder personal brand. For each relevant channel: - Score it 1-5 for fit at my stage and budget - Estimate time to first results (weeks) - Give one specific tactic to start with this week Recommend my top two channels to focus on for the next 90 days and explain why those two beat the others for my specific situation.

Help me design a pricing model for my startup. Context: Product: [WHAT IT DOES] Target customer segments: [LIST 1-3 DISTINCT BUYER TYPES] Value metric (what drives value for the customer): [TIME SAVED, REVENUE GENERATED, SEATS, USAGE VOLUME, ETC.] Competitor pricing (if known): [WHAT ALTERNATIVES CHARGE] My current pricing (if any): [WHAT YOU CHARGE NOW] Primary goal: [MAXIMIZE CONVERSION / MAXIMIZE REVENUE / LAND ENTERPRISE DEALS / ALL THREE] Design a 3-tier pricing structure that: 1. Aligns price to the value metric I described 2. Creates a natural upgrade path from tier 1 to tier 3 3. Has a free or trial tier that removes the barrier to first use 4. Includes 2-3 power features in the top tier that justify a 3x price premium Also tell me: the one pricing mistake most startups at my stage make, and how to avoid it.

Write an early adopter outreach campaign for my startup. I need my first [NUMBER] paying customers or design partners. Product: [WHAT IT DOES] Problem it solves: [BE SPECIFIC ABOUT THE PAIN] Target profile: [JOB TITLE, COMPANY TYPE, SIZE] What I am offering early adopters: [DISCOUNTED PRICE, LIFETIME DEAL, CO-BUILD ACCESS, ETC.] My warm network: [LINKEDIN CONNECTIONS, FORMER COLLEAGUES, COMMUNITY MEMBERSHIPS] Write: 1. A 3-message LinkedIn DM sequence (opening, follow-up, final nudge) — each under 80 words 2. A cold email version with a subject line for the same outreach 3. A community post for a relevant online forum where my target customer hangs out 4. The one-sentence pitch I should use when someone asks "what do you do?" at a networking event Tone: founder-to-peer, not salesy. We are looking for people to build with, not just sell to.

Help me define the roles and responsibilities for my founding team. Current team: [LIST EACH FOUNDER, THEIR BACKGROUND, AND HOW MANY HOURS PER WEEK THEY ARE COMMITTED] Stage: [IDEA / BUILDING MVP / LAUNCHED] Primary activities in the next 90 days: [LIST 5-7 KEY ACTIVITIES THE TEAM NEEDS TO EXECUTE] For each founder: 1. Define their primary role and ownership areas 2. Identify the critical skill gap they need to cover vs. hire for 3. List 3 specific deliverables they own in the next 90 days Then: - Identify any critical function that no current founder covers well - Recommend whether that gap requires a hire, an advisor, or a contractor first - Write a one-paragraph "roles and responsibilities" agreement we could use as an informal team charter

Create a hiring plan for my first 10 employees. Context: Company stage: [PRE-REVENUE / SEED / POST-PMF] Product type: [B2B SAAS / CONSUMER APP / MARKETPLACE / HARDWARE / OTHER] Founding team skills: [WHAT THE FOUNDERS COVER WELL] Founding team gaps: [WHAT IS MISSING] Expected funding: [BOOTSTRAP / ANGEL / SEED ROUND AMOUNT] Timeline: [WHEN YOU EXPECT TO MAKE EACH HIRE] For each of the first 10 hires recommend: 1. Role title and function 2. The specific metric or outcome this hire unlocks 3. Hire number in sequence and why that order matters 4. Whether to hire full-time, part-time, or contractor first 5. The one interview question that separates great candidates from good ones for this role End with the single most common hiring mistake seed-stage startups make in the first 10 hires.

Write a culture document for my startup. Context: Company name: [NAME] What we do: [ONE-SENTENCE DESCRIPTION] Founder background and values: [DESCRIBE YOUR PERSONAL VALUES AND WORK STYLE] How we want to work: [REMOTE / HYBRID / IN-PERSON, ASYNC OR SYNCHRONOUS, PACE] Three companies whose culture you admire (and why): [COMPANY 1, 2, 3 AND WHAT YOU ADMIRE] Three behaviors you would fire someone for: [BE HONEST] Write a culture document that includes: 1. Our mission in one sentence 2. Our values (4-6 principles with a one-paragraph explanation of what each looks like in practice) 3. How we work: communication norms, meeting cadence, decision-making style 4. How we hire: what we look for beyond skills 5. What success looks like here vs. what gets people fired Tone: direct and real, not corporate or aspirational. Write it like a letter to a new hire on day one.

Help me think through an equity split for my founding team. Our situation: Number of founders: [NUMBER] Founder 1: [NAME, ROLE, CONTRIBUTION SO FAR, COMMITMENT LEVEL] Founder 2: [NAME, ROLE, CONTRIBUTION SO FAR, COMMITMENT LEVEL] Founder 3 (if applicable): [SAME FORMAT] Idea origination: [WHO CAME UP WITH IT] Time invested so far: [WHO HAS PUT IN THE MOST PRE-FUNDING WORK] Capital contributed: [WHO HAS INVESTED CASH, IF ANY] Market salary equivalent: [EACH FOUNDER'S MARKET VALUE IF THEY WERE AN EMPLOYEE] Evaluate the equity split across four dimensions: idea, commitment, contribution, and opportunity cost. Suggest a specific split with your reasoning. Explain what a standard 4-year vest with 1-year cliff looks like and why it protects everyone. Identify the one scenario that most commonly causes co-founder equity disputes and how to prevent it.

Write a set of OKRs (Objectives and Key Results) for my startup for the next quarter. Context: Company stage: [PRE-LAUNCH / EARLY TRACTION / SCALING] Primary goal this quarter: [YOUR NORTH STAR FOR THE NEXT 3 MONTHS] Team: [LIST DEPARTMENTS OR FUNCTIONS — PRODUCT, MARKETING, SALES, ETC.] Current metrics: [USERS, REVENUE, CHURN, NPS, OR "NONE YET"] Write: 1. One company-level Objective with 3 measurable Key Results 2. One Objective and 3 Key Results for each function listed 3. For each Key Result: a specific target number and the data source I will use to track it Then flag any Key Results that are output-based (things the team does) vs. outcome-based (results customers experience) and rewrite the output-based ones as outcomes. End with the one OKR mistake early-stage startups make most often.

Help me prepare for my upcoming board meeting. Context: Company: [NAME] Stage: [SEED / SERIES A / SERIES B] Board composition: [LIST BOARD MEMBERS AND THEIR BACKGROUNDS] Quarter being reviewed: [Q AND YEAR] Key metrics this quarter: [REVENUE, GROWTH, CHURN, BURN, RUNWAY] Biggest win this quarter: [DESCRIBE] Biggest miss this quarter: [BE HONEST] Key decisions I need the board to weigh in on: [LIST 1-3] Create: 1. A board meeting agenda (90-minute format) 2. An executive summary slide narrative (8 bullet points max) 3. How to present the biggest miss — framing that is honest without undermining confidence 4. The three questions the board is most likely to ask, with recommended answers 5. A one-page written board update to send 48 hours before the meeting Tone: direct and data-driven. Board members respect founders who own their results.

Help me identify the right North Star Metric for my startup. Context: Product: [WHAT IT DOES] Business model: [HOW YOU MAKE MONEY] Stage: [PRE-REVENUE / EARLY TRACTION / SCALING] Current metrics I am tracking: [LIST WHAT YOU MEASURE TODAY] What my best customers do differently from average ones: [IF YOU KNOW] Propose four candidate North Star Metrics based on my context and business model. For each candidate metric: 1. Explain what behavior it captures 2. Rate it on three dimensions: leading indicator of revenue (1-5), actionable by the team (1-5), customer value proxy (1-5) 3. Identify the metric it would cause us to over-optimize for if we track it too closely Recommend one North Star Metric with a one-paragraph justification. Then list the 3-5 supporting input metrics that move the North Star.

Help me set up a cohort analysis framework for my startup. Context: Product: [WHAT IT DOES] Business model: [SUBSCRIPTION, ONE-TIME PURCHASE, MARKETPLACE, ETC.] Current data available: [SPREADSHEET, DATABASE, ANALYTICS TOOL] Key behavior I want to understand: [RETENTION, ENGAGEMENT, UPGRADE, CHURN] Design a cohort analysis that: 1. Defines the cohort grouping method (signup month, acquisition channel, plan type, or another dimension — recommend which is most useful for my stage) 2. Specifies the exact metric to track for each cohort at day 1, 7, 14, 30, 60, 90 3. Explains how to calculate the retention curve and what a healthy curve looks like for my business model 4. Identifies the one cohort comparison that will tell me the most about product-market fit 5. Shows how to present this data to an investor in a way that builds confidence Also write the SQL query or spreadsheet formula structure I can use to start tracking this today.

Design a retention improvement strategy for my startup. Context: Product: [WHAT IT DOES] Current monthly retention rate: [PERCENTAGE WHO ARE STILL ACTIVE AFTER 30 DAYS] Churn rate: [MONTHLY OR ANNUAL] Biggest reason users churn (if known): [WHAT THEY TELL YOU OR WHAT THE DATA SUGGESTS] Key activation milestone (the aha moment): [THE ACTION THAT PREDICTS RETENTION] Current retention tactics: [EMAIL DRIP, ONBOARDING FLOW, CHECK-INS, ETC.] Provide a retention strategy organized in three time horizons: 1. Onboarding (days 0-7): the 3 highest-impact changes to improve week-one retention 2. Habit formation (days 7-30): the behavioral loops that create product stickiness 3. Long-term value (days 30+): the strategies that convert retained users into advocates For each recommendation include: the hypothesis, how to test it in 2 weeks, and the metric that proves it worked.

Design a structured growth experiment program for my startup. Context: Primary growth goal: [ACQUIRE USERS / IMPROVE ACTIVATION / INCREASE RETENTION / GROW REVENUE] Current baseline metric: [SPECIFIC NUMBER — CONVERSION RATE, RETENTION, MRR, ETC.] Team available for experiments: [WHO CAN RUN TESTS AND HOW MANY HOURS PER WEEK] Existing growth channels: [WHERE YOUR USERS COME FROM TODAY] Design a 30-day experiment sprint that includes: 1. An experiment backlog of 8-10 ideas ranked by ICE score (Impact, Confidence, Ease) 2. For the top 3 experiments: a full experiment brief with hypothesis, control, variant, success metric, minimum sample size, and run duration 3. A simple tracking sheet structure I can use to log results 4. Decision criteria: when to ship a winning experiment vs. when to iterate vs. when to kill it Also explain the difference between A/B tests and before-after tests, and when to use each at my stage and traffic level.

Write a monthly investor update for my startup. Context: Company: [NAME] Month being reported: [MONTH AND YEAR] Key metrics this month: - MRR: [AMOUNT] ([CHANGE FROM LAST MONTH]) - Active users: [NUMBER] ([CHANGE]) - Churn: [RATE] - Burn rate: [MONTHLY BURN] - Runway: [MONTHS REMAINING] Biggest win this month: [DESCRIBE] Biggest challenge or miss: [BE HONEST] What I need from investors: [INTROS, ADVICE, CONNECTIONS, NONE] Next month priorities: [TOP 3] Write a monthly investor update email that: 1. Opens with the one headline number that defines this month 2. Covers wins, challenges, and metrics in under 300 words total 3. Frames the challenge honestly without creating alarm 4. Makes a specific, easy-to-fulfill ask of investors 5. Closes with a forward-looking statement that builds confidence Tone: confident founder, not defensive or apologetic.