SuperAPI AI Directory
Partner with us中文AI newsFavorites
Skills00-client-intake

00-client-intake

Testing & quality

View repository

Updated 10-16 03:39

About this skill

Client Intake Two-Phase Kickstart

Use When

  • Use at the start of every new business-plan, proposal, feasibility, or funding engagement.
  • Use when the business context is still incomplete and the rest of the suite would otherwise be forced to guess.
  • Use before invoking section skills so the plan starts from a coherent intake baseline.

Do Not Use When

  • Do not use after a high-quality project brief and assumptions baseline already exist.
  • Do not use as a replacement for market validation, financial modelling, or due diligence.
  • Do not use to fabricate missing client data; surface the gaps explicitly instead.

Required Inputs

  • Business name, concept, sector, and country if known
  • Founder or client answers to the 10 standard intake questions
  • Funder or output type if already known: bank, investor, DFI, grant, proposal
  • Any existing documents, rough notes, decks, financials, or proposals to mine for context

Workflow

  1. Use the ten-question intake as an initial coverage map, accepting partial answers and existing documents instead of forcing a synchronous questionnaire.
  2. Convert the answers into a draft project brief with clear [TO CONFIRM] markers.
  3. Identify what is still missing for strategy, market, operations, team, finance, and funding logic.
  4. Build dependencies among unresolved decisions and ask only the current frontier; resolve available facts from evidence rather than asking the client to retrieve them.
  5. Classify the engagement by audience and likely workflow path.
  6. Hand off a clean intake baseline to the section and meta skills.

Quality Bar

  • The intake captures enough context to prevent generic section drafting.
  • Unknowns are clearly labelled rather than silently assumed.
  • The project brief is structured so later skills can reuse it directly.
  • Follow-up questions are specific to this business, not a generic survey.

Anti-Patterns

  • Jumping into section drafting before the intake baseline exists.
  • Asking vague catch-all questions instead of targeted clarifying questions.
  • Collapsing real uncertainty into false certainty.
  • Leaving funder type, country context, or business stage implicit.

Outputs

  • A draft project brief or intake summary
  • A list of unresolved assumptions and information gaps
  • Targeted follow-up questions
  • A recommended downstream skill path

Standardise every new engagement with a structured intake process. Phase 1 presents 10 fixed questions and converts the answers into a draft project brief. Phase 2 generates targeted follow-up questions specific to this client's gaps.

Phase 1 The 10 Standard Questions

Present these questions exactly as written. Do not split, reorder, or merge them. The client answers in free-form prose.

Question 1 Your Business Tell us about your business in your own words. What does it do, how long has it been operating (or is it a new idea), what sector is it in, where is it based, how many people are involved, and what is its legal structure for example, a sole trader, partnership, limited company, or co-operative? If the business already has a name, please include it.

Question 2 The Problem You Are Solving What problem or gap in the market does your business address? Who is experiencing this problem and why are they not being served well today? What made you identify this opportunity — personal experience, research, or a gap you observed — and why is now the right time to act on it?

Question 3 Your Product or Service Describe what your business offers in plain language. How does it work, from the customer's point of view? Is it still an idea, a prototype, an early version you are testing, or something you are already selling? What are the most important features or components, and what makes it work the way it does?

Question 4 Your Customers Who are your customers? Describe the kind of person or organisation that would buy from you their age, location, income level, or type of business if it is a business-to-business sale. How many potential customers do you believe exist, even roughly? Is your market local, national, or international? Have you already sold to anyone, and if so, who?

Question 5 How You Make Money How does your business earn revenue? Walk us through your pricing what you charge, how you decided on that price, and whether customers pay once or on a recurring basis. Through what channels do you sell for example, a physical shop, agents, online, direct sales? Do you have any sales already, and if so, what do those numbers look like?

Question 6 Your Competition Who else is offering something similar to your target customers, whether directly or as an alternative? Why would a customer choose you over them? Do you have anything that gives you a lasting advantage a unique process, a relationship, intellectual property, a location, a cost advantage, or exclusive access to something? Are there any well-known brands or large players in this space?

Question 7 Your Finances What is the current financial position of the business is it earning revenue, breaking even, or pre-revenue? Has the business received any funding, loans, or investment to date, and if so, how much and from whom? How much funding are you looking for now, and what specifically would you use it for? Do you have any existing financial projections, even rough ones, that you can share?

Question 8 What You Need From Us What document are we producing for you? For example: a full business plan, an investor pitch deck, a bank loan proposal, a grant application, a feasibility study, or an executive summary. Who will read it a bank loan officer, an investor, a grant committee, a government body, a board of directors? When do you need it, and are there any format requirements or word limits we should know about?

Question 9 The People Behind the Business Who are the key people running this business founders, directors, or senior managers? What is their relevant background, qualifications, or experience? Are there any obvious skill gaps in the team right now, and if so, how do you plan to fill them? Do you have any advisors, board members, or mentors supporting the business?

Question 10 Anything That Affects What We Can Write Is there anything we need to know before we start that affects what can be included in this document or how it is presented? For example: your sector may be regulated and require specific licences; you may have applied for funding before and been turned down; there may be a partner, investor, or stakeholder who must approve the plan before it is submitted; there may be information you consider confidential; or there may be any other unusual circumstances we should be aware of.

Phase 1 Output Draft Project Brief

Immediately on receiving the 10 answers, generate a project brief structured into the 12 sections below. Do not withhold the brief pending clarification. Where an answer is missing or strategically ambiguous, insert the marker [TO CONFIRM]. Populate every section from the answers given, even where partial.

DRAFT PROJECT BRIEF

Client: [Business name from Q1 or "Not yet stated"] Date: [Today's date] Status: Draft pending Phase 2 follow-up

1. Business Overview

Summarise the business name, sector, stage of development, legal structure, location, and team size. Note the founding year or intended launch date. Flag any contradictions (e.g., described as "startup" but has three years of trading history).

2. Problem and Opportunity

State the market gap or problem being addressed, who is experiencing it, and the client's evidence or insight behind the opportunity. Include the "why now" reasoning if provided. Mark any claim that appears unsupported with [TO CONFIRM evidence basis].

3. Product or Service Description

Describe the offering in plain language, including its stage of development (idea / prototype / MVP / trading), key features, and how it works for the customer. Note if no clear differentiation has been stated.

4. Target Market

Identify the primary customer segments, geographic scope, B2B or B2C orientation, and any market-size figures provided. If no market size was stated, insert [TO CONFIRM market size estimate needed].

5. Revenue Model and Sales Channels

State the pricing model, sales channels, transaction type (one-off or recurring), and any revenue figures already achieved. If pricing logic is absent, insert [TO CONFIRM pricing rationale].

6. Competitive Landscape and Advantage

Name any competitors mentioned. Summarise the stated competitive advantage. Flag if the client claims no competitors or if the advantage is generic (e.g., "better quality, better service") with [TO CONFIRM specifics required].

Strategy type. Record strategy_type: { primary, secondary (optional, at most one), rationale } using one of market_maker, market_enabler, technology_leader, niche_marketer, customer_solution, performance_enhancer or efficiency_improver, as defined in the business-plan phrase bank section 4. Choose the primary type from the answer to "why will customers switch to us?" (Questions 2, 3 and 6); cite the evidence in the rationale. If the evidence is weak, insert [TO CONFIRM — strategy type evidence]. "Expansion" and "turnaround" are business stages, recorded in section 1, not strategy types. Section skills read this field to choose emphasis and the proof a reader expects.

Scope level. Record where the business will sell during the plan horizon (neighbourhood, city, region, national or cross-border, with named places); objectives are later written at this level (see the marketing orchestrator's location and scope calibration).

7. Team and Credentials

List key individuals, their roles, and relevant experience. Note any team gaps acknowledged by the client. If no team details were given, insert [TO CONFIRM founder/team profiles needed].

8. Financial Position and Funding History

State current revenue (or pre-revenue status), any funding received to date, the amount now being sought, and the intended use of funds. If projections exist, note them. Insert [TO CONFIRM] wherever financial data is absent or internally inconsistent.

9. The Ask Document Type, Audience, and Deadline

State the specific document required, who the primary reader is, the submission deadline, and any format requirements. If the audience is unclear, insert [TO CONFIRM primary decision-maker and their evaluation criteria].

10. Constraints, Sensitivities, and Special Requirements

Record any regulatory context, previous failed funding attempts, approval requirements, confidentiality restrictions, or other special circumstances disclosed by the client.

11. Consultant Assessment

Apply consultant judgement to the answers provided. Note:

  • Gaps critical information that is absent entirely
  • Contradictions statements that conflict with each other (e.g., claims market leadership but cannot name competitors)
  • Risks assumptions that appear optimistic, unvalidated, or likely to be challenged by a funder
  • Scope concerns whether the requested document type matches the stage and quality of available information

This section is for internal use and informs Phase 2 question selection.

12. Recommended Next Steps

State which downstream skills are ready to engage and in what order, based on the information available. Example:

  • If a full business plan is requested: begin with 01-executive-summary, then proceed sequentially. Run meta-bankability-scoring before finalising 11-funding-request.
  • If a bank loan proposal is the primary document: prioritise 10-financial-projections, 11-funding-request, and 12-risk-analysis first.
  • If a grant application: begin with 11b-grant-proposal and cross-reference 13-implementation-timeline.
  • If significant gaps remain: complete Phase 2 before engaging any section skill.
  • If digitisation, systems redesign, channel modernisation, or platform strategy is central: run meta-digital-transformation before finalising Sections 07, 08, 10, 13, and 14.

Phase 2 Targeted Follow-Up Questions

Analyse the draft brief and generate only the follow-up questions on the current decision frontier. Do not use a fixed count. Batch independent questions, delay dependent questions until prerequisites are answered, and accept partial responses without repeating fields already supplied.

Prioritise follow-up on:

  1. Anything that would change the document type, scope, or angle if answered differently
  2. Missing financial data that makes any projection or funding ask unworkable
  3. Contradictions in the answers (e.g., a startup claiming no competitors; a large ask with no evidence base)
  4. Unclear audience who exactly will read the document and what they need to believe
  5. Regulatory or sector-specific issues the client may not have flagged
  6. Team gaps or governance concerns that a funder would raise immediately
  7. Any [TO CONFIRM] marker in Sections 8 or 9 these are blocking gaps

Format each follow-up question as:

[Decision ID] [Domain] [The question, written directly to the client in plain language.] Why we are asking: [One sentence explaining what this unlocks.] Depends on / affects: [Prerequisite and downstream section or decision.]

After Phase 2 Answers Are Received

  1. Update the draft project brief replace all [TO CONFIRM] markers with the confirmed information.
  2. Update Section 11 (Consultant Assessment) to reflect the complete picture.
  3. Update Section 12 (Recommended Next Steps) with a confirmed sequence of downstream skills.
  4. State explicitly: "This brief is finalised. It is ready to hand off to the following skills:" then list the specific skills by name.

Source-of-Truth Register (establish before drafting begins)

Origin: adapted from the "Golden Rule" in ECC's investor-materials skill (skills/investor-materials/SKILL.md) "All investor materials must agree with each other... If conflicting numbers appear, stop and resolve them before drafting."

This is a process gate, distinct from the engine's existing never-fabricate-a-number rule (rules/common/core.md). That rule is a content prohibition it stops an invented number from entering a document. This gate is a timing discipline it stops drafting from starting at all until the client's own real numbers agree with each other across every artefact the engagement will produce (plan, pitch deck, one-pager, memo, grant application). A number can be entirely genuine and non-fabricated and still contradict another genuine number the client gave in a different answer that contradiction is what this gate catches, before either version gets baked into a section.

Before any section skill starts drafting, extract these figures from the finalised Phase 1/2 brief into a single register and lock them as the canonical values every downstream section must match:

SOURCE-OF-TRUTH REGISTER

Traction (revenue to date, customers/units sold, pilots): ___________
Pricing (unit price, pricing model, terms):                ___________
Funding/raise size requested:                                ___________
Use of funds (top-line allocation):                          ___________
Key team bios and titles (named, as they will appear):       ___________
Milestones and dates (already achieved + committed):         ___________
Strategy type (primary / secondary / rationale):             ___________
Scope level and named places served:                         ___________

Rule: If any two of the client's own answers imply different values for the same figure (e.g., Q5 states monthly sales, Q7 states "pre-revenue"; or Q1 gives one team title and Q9 gives another), stop and resolve it with the client before any section is drafted do not silently pick one, and do not carry both forward as parallel truths for later sections to inherit independently. Record the resolution in the register, not just in the transcript.

Handoff: Pass the locked register to every downstream skill alongside the finalised brief. 06-competitive-analysis, 10-financial-projections, 11-funding-request, and meta-pitch/pitch-deck all draw from it directly rather than re-deriving figures independently.

Relationship to the existing post-draft audit: meta-bankability-scoring's references/consistency-audit.md checks a finished plan's sections against each other and flags mismatches for correction before submission. This register is what that audit should find nothing wrong with if the register is populated and honoured during drafting, the post-draft audit becomes a confirmation pass rather than a discovery-and-rework pass. Both stay in place: this gate prevents the drift, that audit catches anything that still slips through.

Digital Readiness Supplement

When the business is digitally enabled, digitally exposed, operationally inefficient, omni-channel, or likely to need systems investment, ask these additional questions before handoff:

  1. What systems do you currently use to run the business for sales, customer records, accounting, stock, delivery, production, reporting, or staff coordination?
  2. Where are the biggest delays, manual tasks, double-entry tasks, or quality failures in the current workflow?
  3. Which customer interactions already happen through digital channels website, WhatsApp, social media, email, marketplace platforms, mobile app, or POS?
  4. What useful data do you currently collect, and what do you wish you could measure but cannot today?
  5. Are there any planned technology investments website rebuild, CRM, ERP, e-commerce, automation, AI, mobile app, or new equipment with software?
  6. What budget, skills, or trust constraints might limit digitisation or automation?

If these answers reveal a material digital-transformation question, route to meta-digital-transformation before or alongside 14-ai-integration.

Dreaming Room Supplement (for early-stage / pre-vision founders)

When Phase 1 answers reveal a founder at the Dream stage where the business idea is not yet fully formed, or where the mission and vision feel vague or generic use these supplementary questions before Phase 2, drawn from Gerber's Dreaming Room process (Gerber, 2008):

  1. *What does the world look like when your business works exactly as you envision 10 years from now? *
  2. Who is the one person whose life your business most changes? Describe them specifically.
  3. *What is broken in this market that your business is determined to fix? *
  4. *If your business grew to 100 locations, what would be the same in every single one? *
  5. *What would be lost in the world if your business did not exist? *
  6. *Are you building this business to create a better job for yourself or to build something that works without you? *
  7. What is your anti-goal what are you explicitly NOT building? Name the adjacent product, customer segment, or business model you are deliberately turning down, and why.

Diagnostic (Question 7): Adapted from ECC's product-lens skill (skills/product-lens/SKILL.md, Mode 1 diagnostic "What's the anti-goal? (what are you explicitly NOT building?)"). Most business plans skip this question, and most serious investors and credit committees ask it, because a founder who cannot name what they are turning down usually has not yet chosen a real position they are keeping every option open, which reads as strategic indecision rather than focus. A vague or evasive answer here is a flag for Section 11 of this brief (Consultant Assessment) and should be carried into 02-company-overview and 04-market-analysis, where scope creep in market sizing or product description often traces back to an unresolved anti-goal.

Diagnostic: Founders who cannot answer Question 4 (what stays the same at scale) are Technicians with an idea, not yet Entrepreneurs with a system. The business plan will need to address this explicitly in the company overview and management sections and the implementation timeline must include a systems-building phase.

See 02-company-overview/references/awakening-entrepreneur-gerber.md for the full Four Dimensions framework and Dream Vision Purpose Mission cascade.

Default Context

Unless the client specifies otherwise:

  • Country context: Uganda / East Africa
  • Currency: UGX (planning rate UGX 3,700 per USD)
  • Regulatory references: URA, KCCA, UNBS, NEMA, Bank of Uganda
  • Financial benchmarks: drawn from 10-financial-projections/references/uganda-tax-framework.md and 04-market-analysis/references/uganda-macro-context-2025.md

If the client specifies a different country, load the relevant country-context/{country}/SKILL.md before generating the brief.

Quality Criteria

A completed Phase 1 brief is acceptable when:

  • All 12 sections are present, even if some contain [TO CONFIRM] markers
  • Section 11 identifies at least one gap, one risk, and one contradiction where they exist
  • Section 12 names specific downstream skills, not generic categories
  • No section has been omitted because an answer was vague partial information is better than a blank section

A completed Phase 2 is acceptable when:

  • Each follow-up question is specific to this client's answers, not generic
  • Each question states clearly why it is being asked
  • The frontier questions, if answered, would resolve all blocking [TO CONFIRM] markers in Sections 4, 7, 8, and 9; dependent questions remain visibly blocked until ready
  • No follow-up question duplicates information already provided in the 10 answers

A finalised brief (post Phase 2) is acceptable when:

  • Zero [TO CONFIRM] markers remain in Sections 8, 9, and 10
  • The Recommended Next Steps section names a specific ordered sequence of skills
  • A downstream skill receiving this brief can begin work without returning to the client for basic information

July 2026 Portable Contract

Required Inputs

Input artefact Source/provider Required Behaviour when absent
Completed ten-question client response pack for 00 client intake Client or authorised engagement lead Yes If absent, the ten-question response pack is absent or too incomplete to identify the business and audience, return the unanswered intake questions and do not route section drafting.
Finalised business brief, target reader, country, and stage Client intake and engagement owner Yes Stop section decisions and route the missing context to client intake.
Reconciled upstream assumptions that this section consumes Named pipeline owners Conditional Record the dependency, affected claim, owner, and recovery step; do not substitute an invented value.

Outputs

Artefact Consumer Observable acceptance condition
Draft project brief and targeted follow-up register Plan author and target decision-maker The artefact answers the section decision and traces each material conclusion to the supplied evidence.
00 client intake exception and handoff note Downstream section owners Every blocked or conditional item names its consequence, owner, evidence request, and restart condition.
00 client intake release record Reviewer or plan assembler Records the checks completed, failures, unassessed items, professional review required, and release state.

Evidence Produced

Evidence Format Acceptance condition
Answer-to-brief trace and unresolved [TO CONFIRM] register Source-linked table, calculation, or annotated prose The evidence is reproducible from named inputs and distinguishes verified fact, management assumption, and inference.
00 client intake decision record Decision note States the selected action, rejected credible alternative, countercase, rationale, and risk accepted or avoided.
00 client intake review trace Gate entry Identifies the date, input versions, reviewer role, failed checks, recovery owner, and any check that remains not assessed.

Capability and Permission Boundaries

For 00 client intake, the controlling focus is ten-question answer integrity, client confidentiality, contradiction detection, [TO CONFIRM] gaps, audience classification, and project-brief handoff. This skill may ask the authorised client questions and draft the brief; it may not contact third parties, disclose confidential answers, or decide facts for the client. Its normal mode is read-only analysis and drafting. Any mutation, external communication, spending, certification, or professional conclusion outside that boundary requires explicit authority and must remain traceable to the approving role.

Degraded Mode

For 00 client intake, loss of evidence about 00 client intake evidence, decisions, failure thresholds, ownership, and downstream handoffs activates degraded mode. If the controlling 00 client intake evidence is unavailable, the same boundary applies. When the ten-question response pack is absent or too incomplete to identify the business and audience, return the unanswered intake questions and do not route section drafting. Return the verified subset, label the affected decision qualified or not assessed, explain the downstream consequence, and state the smallest evidence request or authorised action that permits recovery. Do not convert the missing check into a pass.

Decision Rules

Choice or condition Action Failure or risk avoided
For 00 client intake, an answer conflicts with another answer quote both answers, mark the affected brief field [TO CONFIRM], and ask one resolving question A fabricated intake baseline contaminates every downstream section
For 00 client intake, A current legal, regulatory, tax, accounting, market, or platform claim controls the 00 client intake decision Verify the controlling source, effective date, jurisdiction, and reviewer status before release Stale external facts become permanent plan assumptions
For 00 client intake, The evidence reconciles with neighbouring sections and the countercase does not overturn the choice Complete draft project brief and targeted follow-up register, attach the evidence and release record, and hand off named dependencies Premature release and repeated downstream rework

Workflow

  1. Define the exact 00 client intake decision, intended reader, jurisdiction, business stage, and permission boundary.
  2. Collect completed ten-question client response pack and map each material conclusion to its source; stop the affected conclusion when an input could change it.
  3. Apply the specialist methods and directly linked references already contained in this skill, retaining its domain thresholds, calculations, and Uganda or East Africa context where applicable.
  4. Compare the credible alternatives, test the countercase and failure path, and apply the decision table rather than selecting a template default.
  5. Produce draft project brief and targeted follow-up register with the evidence, exception, and handoff records; reconcile every shared assumption with its owning section.
  6. Run the section quality checks, applicable finance or professional review, and anti-slop gate. If a gate fails, correct the evidence or decision and return to the responsible step.

Quality Standards

  • Draft project brief and targeted follow-up register must answer a real decision for the named bank, investor, DFI, grant, board, or strategic-partner reader.
  • Answer-to-brief trace and unresolved [TO CONFIRM] register must be source-linked, dated where facts can change, and sufficient for another reviewer to reproduce the conclusion.
  • The section exposes its countercase, stop condition, recovery action, and effect on neighbouring sections.
  • No unavailable source, calculation, tool, or professional review is reported as passed; finance and statutory judgements follow the governing doctrine.
  • Language remains specific to 00 client intake, uses British English naturally, and passes the repository anti-slop gate without promotional filler.

Anti-Patterns

  • In 00 client intake, treating an unavailable completed ten-question client response pack as confirmed. Correction: qualify the affected conclusion and issue the named evidence request.
  • Producing draft project brief and targeted follow-up register that restates the brief but makes no choice. Correction: record the choice, rejected alternative, rationale, countercase, and implication.
  • Ignoring a conflicting upstream assumption. Correction: return it to its owning section and resume only from a reconciled version.
  • Reporting an unavailable check as passed. Correction: mark it not assessed and narrow the release state.
  • Claiming compliance, assurance, bankability, or investor readiness from narrative quality. Correction: run the applicable gate and retain its evidence.
  • Copying the worked example into a client plan. Correction: use the method only and replace every fact with verified engagement evidence.

Worked Example

A founder states that the venture is pre-revenue in Question 1 but reports monthly sales in Question 5. Preserve both statements, flag stage and revenue, and request the first invoice date and current monthly sales.

References

  • Use the SRS engine's decision-frontier-elicitation reference as the canonical dependency and shared-understanding method; this skill supplies business-plan decision fields only.
  • Business-plan phrase bank, section 4 — read when recording strategy_type; defines the seven values and the label mapping.
  • Location and scope calibration — read when recording the scope level and named places.
  • Use the verified project evidence register and the owning upstream pipeline section for 00 client intake; no local deep-dive reference is declared.
  • For 00 client intake claims involving money, tax, grants, reserves, revenue, cost, valuation, or financial statements, apply the Chwezi finance doctrine and record the required professional-review state; illustrative figures never become client facts.