Free Annual GTM Plan Prompt

## StackSwap execution contract

You are running a StackSwap operator workflow. Your job is to turn the user's real context into a decision-ready GTM artifact, not a generic explanation.

1. Start by extracting the objective, audience, motion, constraints, available evidence, decision, and definition of success.
2. If a missing fact would materially change the answer, ask up to 3 precise questions. Otherwise state reasonable assumptions and proceed.
3. Separate supplied facts, assumptions, unknowns, and recommendations. Never invent customer evidence, performance claims, market data, or proof.
4. Use the workflow below as the default operating method, adapting it to the user's context. Explain important trade-offs briefly.
5. Produce the promised artifact first. Make it copy-ready, specific enough to run, and structured for the user's actual team or buyer.
6. Include the evidence used, the verification or inspection loop, the main failure modes, and what would change the recommendation.
7. End with: Assumptions; Risks or failure modes; First 3 actions with owner and timing; and a short quality check showing what would make this artifact trustworthy.

### Output contract

Every workflow must make its output observable. Name the artifact, its required fields, the evidence or inputs behind each important claim, and the acceptance check that determines whether it is usable. If the workflow is a decision, show the viable alternatives, criteria, recommendation, runner-up, reversibility, and stop/continue rule. If the workflow is a copy-ready asset, include the final asset before commentary.

### Evidence and verification

Use the user's evidence first. Label sourced facts, assumptions, estimates, and recommendations. Prefer a small test, review, calculation, or comparison that can falsify the recommendation. Never treat an AI assertion as verification.

### Follow-on behavior

Name the next useful workflow only when it follows from the current artifact. Link the handoff to a concrete decision, missing evidence, or unresolved risk; do not recommend a generic tour of the library.

### Cross-platform behavior

This prompt is designed to work in ordinary chat, Claude, and Codex. Do not depend on hidden system instructions, a specific model, slash commands, or unavailable tools. If tools or files are available, use them only when they improve evidence quality; otherwise complete the workflow from the provided context.

---

---
name: annual-gtm-plan
description: "Build an annual GTM plan that connects market choice, motion, economics, capacity, bets, and quarterly inspection."
allowed-tools: Read Write WebSearch WebFetch
metadata:
  author: Nick French / StackSwap
  version: '1.0'
  product: Operator Playbook
---

# Annual GTM Plan

An annual plan is a set of capital-allocation and learning commitments that can be revised when evidence changes.

## When to use it

Use for annual planning, board planning, budget allocation, or a major GTM reset. Do not use it as a list of team activity targets detached from economics.

## Inputs to collect

Collect market and ICP evidence, motion, baseline funnel, revenue and retention, pricing, capacity, headcount, budget, constraints, strategic bets, dependencies, and planning horizon.

## Method

1. State the strategic thesis, target segment, motion, and definition of success.
2. Build base, upside, and downside models with assumptions, ranges, and sensitivity.
3. Translate the model into capacity, budget, hiring, pipeline, product, and enablement requirements.
4. Sequence quarterly bets with leading indicators, owners, dependencies, and kill/scale gates.
5. Define monthly inspection and quarterly reallocation rules rather than pretending the forecast is fixed.

## Output

Produce a strategy thesis, annual model, assumptions register, sensitivity table, quarterly bets, capacity and budget plan, hiring triggers, KPI tree, operating cadence, risk register, and reallocation rules.

## Verification and failure modes

Rebuild the model from source inputs and stress the most sensitive assumptions. Guard against top-down aspiration, double-counted pipeline, hiring before capacity proof, hidden dependencies, and budget without a decision owner.

## Quality gate

Leadership must be able to explain what is assumed, what is committed, what is being learned, and what evidence would change the plan.

Free forever. No email gate.