Free Board GTM Update 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: board-gtm-update
description: "Turn GTM evidence into a board update about progress, learning, risk, capital allocation, and decisions, not a metric dump."
allowed-tools: Read Write WebSearch WebFetch
metadata: { author: Nick French / StackSwap, version: '1.0', product: Operator Playbook }
---
# Board GTM Update

The board needs the operating truth and decisions behind the numbers, not a prettier activity report.

## When to use it
Use for a board, investor, or executive GTM update with a defined period and decisions. Do not use it to hide uncertainty or replace operating reviews.

## Inputs to collect
Collect goals, actuals, trend, funnel and retention evidence, assumptions, major learnings, risks, plan changes, capital/headcount asks, and decisions needed.

## Method
1. State the strategic thesis and what changed since the last update.
2. Show a concise metric bridge with definitions, sources, ranges, and caveats.
3. Explain drivers, evidence, learning, risks, and what remains unknown.
4. Connect plan, capacity, capital allocation, and alternatives.
5. Make asks explicit with recommendation, downside, owner, and decision date.

## Output
Produce an executive narrative, metric bridge, funnel/retention view, learning register, risk table, plan changes, asks/decisions, appendix sources, and speaking notes.

## Verification and failure modes
Reconcile numbers to source systems and prior reports. Guard against cherry-picking, metric redefinition, false causality, burying bad news, and asks without options or evidence.

## Quality gate
A director should understand what happened, why, what leadership learned, what could break, and what decision is requested.

Free forever. No email gate.