Produce a structured account brief covering company overview, tech stack, trigger events, and talking points before a first meeting.
Research [COMPANY NAME] and give me a briefing for sales outreach. I need: 1. Company overview (what they do, size, funding, growth) 2. Recent news (last 6 months) 3. Key executives (names, background
Research [COMPANY NAME] and give me a briefing for sales outreach. I need: 1. Company overview (what they do, size, funding, growth) 2. Recent news (last 6 months) 3. Key executives (names, backgrounds, LinkedIn) 4. Tech stack (what tools they likely use) 5. Potential pain points (based on their stage/industry) 6. Competitors they might use 7. Trigger events (why now might be good timing) 8. Conversation starters (hooks for outreach) My product: [WHAT YOU SELL] Target persona: [TITLE I'M REACHING] Format as a one-pager I can reference before calling.
COMPANY NAME | WHAT YOU SELL | TITLE I'M REACHING
Generate a structured ICP table with fit criteria, disqualifiers, and a narrative summary to align prospecting and prioritization decisions.
Act as a senior B2B sales strategist. Based on this product and market description, build an Ideal Customer Profile for [offer]. Include company size, industry, revenue band, buyer roles, top pain poi
Act as a senior B2B sales strategist. Based on this product and market description, build an Ideal Customer Profile for [offer]. Include company size, industry, revenue band, buyer roles, top pain points, buying triggers, common objections, urgency level, and best-fit disqualifiers. Present it as a table plus a short narrative.
OFFER
Build a complete cold email by populating key context fields — persona, company, pain, trigger, and CTA — for a personalized first touch.
Write a cold sales email with these inputs: Company Context: - My company: [YOUR COMPANY NAME] - What we do: [YOUR VALUE PROP IN ONE SENTENCE] - Key differentiator: [WHAT MAKES YOU UNIQUE] Prospect De
Write a cold sales email with these inputs: Company Context: - My company: [YOUR COMPANY NAME] - What we do: [YOUR VALUE PROP IN ONE SENTENCE] - Key differentiator: [WHAT MAKES YOU UNIQUE] Prospect Details: - Prospect: [PROSPECT NAME], [TITLE] at [COMPANY NAME] - Industry: [THEIR INDUSTRY] - Company size: [EMPLOYEES/REVENUE] - Trigger Event: [FUNDING/HIRE/EXPANSION/LAUNCH/ETC.] - Their Likely Challenge: [SPECIFIC PAIN POINT BASED ON THEIR ROLE] - How we solve this: [YOUR SPECIFIC SOLUTION/FEATURE] - Social Proof: [SIMILAR COMPANY] achieved [SPECIFIC RESULT] - CTA: [SPECIFIC ASK, e.g., "15-minute call Thursday?"] Email requirements: - Style: Conversational, peer-to-peer - Length: Under 125 words - No jargon or buzzwords
YOUR COMPANY NAME | YOUR VALUE PROP IN ONE SENTENCE | WHAT MAKES YOU UNIQUE | PROSPECT NAME | TITLE | COMPANY NAME | THEIR INDUSTRY | EMPLOYEES/REVENUE | FUNDING/HIRE/EXPANSION/LAUNCH/ETC. | SPECIFIC PAIN POINT BASED ON THEIR ROLE | YOUR SPECIFIC SOLUTION/FEATURE | SIMILAR COMPANY | SPECIFIC RESULT | SPECIFIC ASK, E.G., "15-MINUTE CALL THURSDAY?"
Draft a cold email that opens with a relevant industry insight instead of a pitch, positioning you as a peer rather than a vendor.
Create a cold email using the "teach don't sell" approach: For: [PERSONA/ROLE] Their challenge: [SPECIFIC PROBLEM THEY FACE] Actionable tip: [ONE THING THEY CAN DO TODAY WITHOUT YOUR PRODUCT] How to i
Create a cold email using the "teach don't sell" approach: For: [PERSONA/ROLE] Their challenge: [SPECIFIC PROBLEM THEY FACE] Actionable tip: [ONE THING THEY CAN DO TODAY WITHOUT YOUR PRODUCT] How to implement: [2-3 QUICK STEPS] Soft pitch: [YOUR COMPANY] makes this 10x easier by [BRIEF EXPLANATION] Keep teaching section to 60% of email, soft pitch to 40%
PERSONA/ROLE | SPECIFIC PROBLEM THEY FACE | ONE THING THEY CAN DO TODAY WITHOUT YOUR PRODUCT | 2-3 QUICK STEPS | YOUR COMPANY | BRIEF EXPLANATION
Turn a prospect's role and likely pain points into a tight three-sentence cold email with a clear offer.
Act as an Account Executive at [YOUR COMPANY]. Write a three-sentence cold email for a [PERSONA: e.g., VP of Sales at a SaaS company] who's struggling with [SPECIFIC PAIN POINT]. The email should open
Act as an Account Executive at [YOUR COMPANY]. Write a three-sentence cold email for a [PERSONA: e.g., VP of Sales at a SaaS company] who's struggling with [SPECIFIC PAIN POINT]. The email should open with a relevant observation about their business, connect it to a business outcome we can deliver, and close with a single, low-commitment CTA. No fluff, no buzzwords. Sound like a trusted advisor, not a vendor.
YOUR COMPANY | PERSONA: E.G., VP OF SALES AT A SAAS COMPANY | SPECIFIC PAIN POINT
Pull strategic priorities, growth signals, financial performance, and trigger events from a company's annual report to inform your outreach and account plan.
I've uploaded / pasted a company's annual report. Extract and summarize: (1) their top 3 strategic priorities, (2) key financial metrics and trends, (3) risks they highlighted, (4) technology or opera
I've uploaded / pasted a company's annual report. Extract and summarize: (1) their top 3 strategic priorities, (2) key financial metrics and trends, (3) risks they highlighted, (4) technology or operational investments mentioned, (5) how any of these connect to the problem our product solves. Annual report excerpts: [FILL IN].
FILL IN
Draft a pattern-interrupt cold email that opens by challenging a common industry assumption the prospect likely holds.
Write a cold email that opens by admitting something I previously believed about [INDUSTRY/TOPIC] was wrong — and uses that reframe to create relevance. Example structure: 'I used to think [COMMON BEL
Write a cold email that opens by admitting something I previously believed about [INDUSTRY/TOPIC] was wrong — and uses that reframe to create relevance. Example structure: 'I used to think [COMMON BELIEF]. Then I saw how [CUSTOMER TYPE] was solving this differently. Now I think [NEW BELIEF].' This works because it models intellectual honesty and pattern-interrupts the typical sales pitch. The 'wrong belief': [SOMETHING YOU PREVIOUSLY THOUGHT] The reframe: [WHAT YOU NOW BELIEVE] The bridge to them: [HOW THIS APPLIES TO THEIR SITUATION] Under 100 words. Include subject line. Tone: Honest and curious.
INDUSTRY/TOPIC | COMMON BELIEF | CUSTOMER TYPE | NEW BELIEF | SOMETHING YOU PREVIOUSLY THOUGHT | WHAT YOU NOW BELIEVE | HOW THIS APPLIES TO THEIR SITUATION
Generate a tailored competitive displacement plan and objection prep for an enterprise meeting where an incumbent vendor is in place.
You are helping an enterprise seller prepare for a live customer meeting. Task: Create a vendor displacement strategy. Inputs: - Account: [COMPANY] - Persona(s): [TITLE / STAKEHOLDERS] - Opportunity s
You are helping an enterprise seller prepare for a live customer meeting. Task: Create a vendor displacement strategy. Inputs: - Account: [COMPANY] - Persona(s): [TITLE / STAKEHOLDERS] - Opportunity stage: [STAGE] - Known pain or initiative: [PAIN / INITIATIVE] - Goal of the meeting: [MEETING GOAL] - Risks / unknowns: [RISKS] Requirements: - Prioritize what will improve the quality of the conversation - Keep the seller focused on business outcomes, not product dumping - Anticipate objections, stakeholder dynamics, and next-step traps - Make the output usable immediately before the meeting Output: 1. Recommended structure 2. Talking points 3. Key questions 4. Risks to watch 5. Desired next step
COMPANY | TITLE / STAKEHOLDERS | STAGE | PAIN / INITIATIVE | MEETING GOAL | RISKS
Generate slide-by-slide speaker notes for an enterprise demo tailored to a specific job title and evaluation stage.
Act as a senior sales enablement strategist, enterprise storyteller, and pitch deck expert. Write impactful speaker notes for a 7-slide enterprise sales demo presentation of [PRODUCT NAME]. These note
Act as a senior sales enablement strategist, enterprise storyteller, and pitch deck expert. Write impactful speaker notes for a 7-slide enterprise sales demo presentation of [PRODUCT NAME]. These notes should be designed for [JOB TITLE] evaluating software for [USE CASE]. For each slide, provide: - Opening hook (first sentence to say out loud) - Core message (the one thing they should remember) - Transition line to the next slide - Any live demo moment or interactive question to ask Slide structure: (1) Agenda, (2) Industry Challenge, (3) Why Now, (4) Solution Overview, (5) Key Use Case Demo, (6) ROI/Business Case, (7) Next Steps. Tone: Consultative and confident, not feature-list-reading.
PRODUCT NAME | JOB TITLE | USE CASE
Convert a product feature into a persona- and industry-specific business outcome statement ready to use in outreach, demos, or solutioning.
For each of the following product features, write a "so what" statement that translates the feature into a business outcome relevant to a [FILL IN role] at a [FILL IN industry] company. Features: [FIL
For each of the following product features, write a "so what" statement that translates the feature into a business outcome relevant to a [FILL IN role] at a [FILL IN industry] company. Features: [FILL IN list features]. Keep each statement under 2 sentences.
FILL IN ROLE | FILL IN INDUSTRY | FILL IN LIST FEATURES
Build a discovery meeting brief that identifies champion candidates, sets clear objectives, and anticipates objections before you walk in.
You are helping an enterprise seller prepare for a live customer meeting. Task: Create a champion strategy. Inputs: - Account: [COMPANY] - Persona(s): [TITLE / STAKEHOLDERS] - Opportunity stage: [STAG
You are helping an enterprise seller prepare for a live customer meeting. Task: Create a champion strategy. Inputs: - Account: [COMPANY] - Persona(s): [TITLE / STAKEHOLDERS] - Opportunity stage: [STAGE] - Known pain or initiative: [PAIN / INITIATIVE] - Goal of the meeting: [MEETING GOAL] - Risks / unknowns: [RISKS] Requirements: - Prioritize what will improve the quality of the conversation - Keep the seller focused on business outcomes, not product dumping - Anticipate objections, stakeholder dynamics, and next-step traps - Make the output usable immediately before the meeting Output: 1. Recommended structure 2. Talking points 3. Key questions 4. Risks to watch 5. Desired next step
COMPANY | TITLE / STAKEHOLDERS | STAGE | PAIN / INITIATIVE | MEETING GOAL | RISKS
Generate a structured close plan and meeting agenda for a late-stage enterprise deal, including objection prep and decision path milestones.
You are helping an enterprise seller prepare for a live customer meeting. Task: Create a close plan. Inputs: - Account: [COMPANY] - Persona(s): [TITLE / STAKEHOLDERS] - Opportunity stage: [STAGE] - Kn
You are helping an enterprise seller prepare for a live customer meeting. Task: Create a close plan. Inputs: - Account: [COMPANY] - Persona(s): [TITLE / STAKEHOLDERS] - Opportunity stage: [STAGE] - Known pain or initiative: [PAIN / INITIATIVE] - Goal of the meeting: [MEETING GOAL] - Risks / unknowns: [RISKS] Requirements: - Prioritize what will improve the quality of the conversation - Keep the seller focused on business outcomes, not product dumping - Anticipate objections, stakeholder dynamics, and next-step traps - Make the output usable immediately before the meeting Output: 1. Recommended structure 2. Talking points 3. Key questions 4. Risks to watch 5. Desired next step
COMPANY | TITLE / STAKEHOLDERS | STAGE | PAIN / INITIATIVE | MEETING GOAL | RISKS
Convert a customer interview or win notes into a structured success narrative ready to use in your demo talk track.
Interview me about one of my best customer wins and help me turn it into a compelling verbal story I can tell in sales conversations. Ask me: (1) who the customer was, (2) what they were struggling wi
Interview me about one of my best customer wins and help me turn it into a compelling verbal story I can tell in sales conversations. Ask me: (1) who the customer was, (2) what they were struggling with, (3) why they chose us, (4) what happened after implementation, (5) how they'd describe the outcome. Then write the 2-minute story.
Turn a customer success data point into three ready-to-use ROI story formats sized for a proposal, exec summary, or value slide.
Help me tell the story of our revenue impact with [FILL IN customer name] in a way I can use in: (1) a case study, (2) a sales email, (3) a proposal proof point. The story should follow: Challenge → S
Help me tell the story of our revenue impact with [FILL IN customer name] in a way I can use in: (1) a case study, (2) a sales email, (3) a proposal proof point. The story should follow: Challenge → Solution → Result, and quantify the outcome wherever possible. Customer data: [FILL IN].
FILL IN CUSTOMER NAME | FILL IN
Build a pre-prospecting account brief that surfaces likely deal blockers and maps the path to a decision before you send the first email.
You are an enterprise account research analyst supporting a strategic seller. Task: Build a deal blocker analysis for the target account. Inputs: - Company: [COMPANY] - Industry: [INDUSTRY] - Geograph
You are an enterprise account research analyst supporting a strategic seller. Task: Build a deal blocker analysis for the target account. Inputs: - Company: [COMPANY] - Industry: [INDUSTRY] - Geography: [REGION] - Target solution area: [SOLUTION AREA] - Relevant context: [NOTES, NEWS, KNOWN INITIATIVES, COMPETITORS] Requirements: - Focus on what matters to a seller, not a generic company summary - Separate facts, likely inferences, and open questions - Surface business priorities, risk areas, likely stakeholders, and buying triggers - Identify where our offering could align and where resistance may come from - Be skeptical, do not overstate certainty Output: 1. Executive summary 2. Key findings 3. Sales implications 4. Open questions to validate on the next call
COMPANY | INDUSTRY | REGION | SOLUTION AREA | NOTES, NEWS, KNOWN INITIATIVES, COMPETITORS
Identify whether your internal contact is a real champion and get a concrete action plan to coach them for the final evaluation stage.
Help me validate if [CONTACT NAME] is a true champion. Context: ● Their title: [TITLE] ● What they've done: [ACTIONS THEY'VE TAKEN] ● What they've said: [COMMITMENTS THEY'VE MADE] ● Deal stage: [WHERE
Help me validate if [CONTACT NAME] is a true champion. Context: ● Their title: [TITLE] ● What they've done: [ACTIONS THEY'VE TAKEN] ● What they've said: [COMMITMENTS THEY'VE MADE] ● Deal stage: [WHERE WE ARE] Champion criteria (they must have all 3): 1. POWER: Can they influence the decision? 2. ACCESS: Can they get you to the economic buyer? 3. WILL: Are they actively selling for you internally? Test questions: ● Has the champion given you information you couldn't get otherwise? ● Has the champion coached you on how to win? ● Has the champion taken personal risk by advocating? ● Has the champion arranged access to power? ● Would the champion meet you outside of work hours? Assess this champion and tell me what to do next.
CONTACT NAME | TITLE | ACTIONS THEY'VE TAKEN | COMMITMENTS THEY'VE MADE | WHERE WE ARE
Generate a deal strategy document that maps the buying committee, surfaces consensus gaps, and builds a stakeholder-specific narrative to advance a complex deal.
Role: You are a high-performing B2B sales strategist. Objective: Use the information I provide to complete the task below with strong judgment, practical business language, and a clear final answer. T
Role: You are a high-performing B2B sales strategist. Objective: Use the information I provide to complete the task below with strong judgment, practical business language, and a clear final answer. Task: You are a strategic sales advisor. Your task is to craft a cohesive deal narrative across multiple stakeholders and touchpoints. 1. Define the core business problem from the customer’s perspective. 2. Translate it into tailored narratives for: - Executive leadership - Technical teams - Compliance / risk 3. Align messaging across email, calls, and presentations. 4. Ensure consistency while adapting language per persona. Output a unified but adaptable deal narrative. Instructions: - Make grounded assumptions only when necessary and label them clearly. - Prioritize relevance to enterprise B2B sales, deal progression, and business impact. - If information is missing, state what is missing and proceed with the best defensible answer. - Keep the reasoning internal and present only the useful result. - Use clear headings and bullets. Output format: 1. Executive summary 2. Main analysis 3. Recommended next moves 4. Open questions / assumptions ----------------------------------------------------------------------- -----------------------------------------------------------------------
Build a structured QBR agenda and value narrative that connects product usage to customer outcomes ahead of an executive business review.
Help me prepare a QBR for a customer. Customer context: ● Company: [CUSTOMER NAME] ● Contract value: [ARR] ● Tenure: [HOW LONG A CUSTOMER] ● Health score: [IF YOU TRACK] ● Key stakeholders: [WHO WILL
Help me prepare a QBR for a customer. Customer context: ● Company: [CUSTOMER NAME] ● Contract value: [ARR] ● Tenure: [HOW LONG A CUSTOMER] ● Health score: [IF YOU TRACK] ● Key stakeholders: [WHO WILL ATTEND] ● Renewal date: [WHEN] ● Expansion opportunity: [IF ANY] QBR needs to cover: 1. Value delivered (metrics, outcomes, ROI) 2. Product usage and adoption 3. Support ticket trends 4. Roadmap alignment (what's coming they'll care about) 5. Success plan for next quarter 6. Open items and risks 7. Expansion discussion (if appropriate) Format: Slide outline with talking points for each section. Include questions to ask them (make it two-way).
CUSTOMER NAME | ARR | HOW LONG A CUSTOMER | IF YOU TRACK | WHO WILL ATTEND | WHEN | IF ANY
Generate a structured response to a price or value objection using an acknowledge-clarify-proof-align framework to keep the deal on track.
Write a response to a prospect who is unsure about the value [PRODUCT/SERVICE] will bring to their company. The response should: 1. Acknowledge their concern without being defensive 2. Ask a clarifyin
Write a response to a prospect who is unsure about the value [PRODUCT/SERVICE] will bring to their company. The response should: 1. Acknowledge their concern without being defensive 2. Ask a clarifying question to understand what 'value' means to them specifically 3. Connect [PRODUCT] to 2-3 specific business outcomes relevant to their role 4. Provide a concrete example or case study from a similar company 5. Suggest a low-risk next step (pilot, trial, reference call) to reduce perceived risk
PRODUCT/SERVICE | PRODUCT
Transform a list of discovery questions into a conversational, bridge-linked flow that feels like dialogue rather than an interrogation.
Rewrite these discovery questions to sound conversational and non-interrogative: [PASTE ORIGINAL QUESTIONS] Instructions: - Replace 'why' questions with 'what' or 'how' alternatives - Remove formal or
Rewrite these discovery questions to sound conversational and non-interrogative: [PASTE ORIGINAL QUESTIONS] Instructions: - Replace 'why' questions with 'what' or 'how' alternatives - Remove formal or stiff language - Add light conversational bridges between questions - Keep the intent of each question but make it feel like a natural conversation Output: revised question list with a brief note on what changed for each
PASTE ORIGINAL QUESTIONS
Generate a short, direct bump email using the Bezos question mark technique to re-engage a prospect or internal contact who has gone silent.
Help me write a follow-up email using the Bezos "?" technique. Context: - Original issue: [WHAT HAPPENED/WHAT'S STUCK] - Who needs to act: [PERSON/TEAM] - Desired outcome: [WHAT YOU NEED TO HAPPEN] -
Help me write a follow-up email using the Bezos "?" technique. Context: - Original issue: [WHAT HAPPENED/WHAT'S STUCK] - Who needs to act: [PERSON/TEAM] - Desired outcome: [WHAT YOU NEED TO HAPPEN] - Timeline: [URGENCY LEVEL] The Bezos "?" Email Philosophy: - Sometimes a single "?" forward is more powerful than paragraphs - It signals: "I saw this. I expect action. Report back." - Use sparingly for maximum impact - The brevity implies urgency and importance Generate two versions: 1. The pure "?" forward (for internal team, high trust) 2. A slightly expanded version (for external/client situations) The goal is to drive accountability without micromanaging. The "?" says "I trust you to handle this, but I'm watching."
WHAT HAPPENED/WHAT'S STUCK | PERSON/TEAM | WHAT YOU NEED TO HAPPEN | URGENCY LEVEL