majestic-founder

Analyze cash runway, burn, unit economics, working capital, hiring ROI, and spending tradeoffs for bootstrapped companies. Use when a founder asks how long cash will last, whether the business can afford a hire or tool, what to cut, whether growth economics are sustainable, or how base, upside, and downside scenarios affect survival.

Build a future-back company strategy with explicit horizons, prerequisites, resource gaps, milestones, bets, and revisit triggers. Use when a founder needs to connect a multi-quarter ambition to present commitments, balance the core with adjacent bets, or test whether market expansion belongs in the plan.

Map a founder's drives, hindrances, and outside-in edge into an evidence-based self-portrait, then distill the one or two extreme traits a strategy can bet on. Use when a founder asks who they really are, what work fits them, what to build given who they are, what drives or drains them, what their unfair advantage is, or what to bet the company on. Not for company or product strength inventories, strategy design, positioning, or therapy.

Review an existing company, product, feature, or system plan from a founder perspective for premise quality, ambition, focus, strategic leverage, user value, and execution risk. Use when a founder asks to think bigger, rethink a plan, test whether it is ambitious enough, hold scope while increasing rigor, selectively consider expansion, or reduce an overbuilt plan. Not for authoring an implementation plan or checking engineering handoff readiness alone.

Turn a founder's competing priorities and calendar into a stage-fit operating plan with explicit tradeoffs, delegation choices, review cadence, and revisit criteria. Use when a founder is overloaded or reactive, has too many priorities, asks what to cut, delegate, or defer, needs a calendar audit, or needs a daily, weekly, and monthly execution cadence.

Review and tighten an existing fundraising ask for round coherence, evidence-backed claims, milestone fit, and target-investor relevance. Use when a founder shares a pitch deck, fundraising memo, investor email, meeting narrative, round summary, or use-of-funds plan before investor outreach or meetings. Not for choosing an instrument, valuation, or legal terms.

Choose a go-to-market motion and channel portfolio that fits the product, deal economics, stage, and ICP, then phase it from validation to scale. Use when deciding between product-led, inbound, outbound, partner, or enterprise motions or reallocating channel effort.

Return a minimum viable legal and compliance launch checklist with general-information items, counsel-required questions, and a sequenced next-action list. Use when a founder needs to identify launch legal unknowns and escalation points, not a legal review or legal drafting.

Review a founder-led launch and return a blunt go, narrow, or delay recommendation with blockers and minimum fixes. Use when deciding whether to ship a waitlist, beta, paid release, or public campaign, especially when owners, follow-up, support capacity, sequencing, or legal and compliance exposure are unclear.

Assess how a current external technology, platform, model, standard, or vendor change affects a named company or product, then recommend action, experiment, monitoring, or no material action. Use when a founder asks what a technology announcement means for the business. Not for general market research, implementation planning, or trend summaries without a decision context.