Founder Skills Kit

速く決め、小さく出荷し、数字に正直に。

AIが創業者の「決めて出荷する」クルーになります——1ページのピッチを書き、重要な3つの数字を選び、次の採用を計画し、最小版を出荷し、必要になる前に資金調達の基礎を回します。

こんな方におすすめ

明確な意思決定と速い出荷が必要な、小さな会社を始める・営む創業者やソロオペレーター

所要時間

約3時間

レベル

中級

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パックの内容

SKILL.md（手順書）1点とスターターテンプレート1点が入っています。プレビューはこちらです：

Founder Skills Kit

When to use

You are starting or running a small company and every week brings a decision that feels bigger than the information you have
Your pitch changes every time you tell it, and listeners keep asking "so what do you actually do?"
You are tracking twenty metrics and none of them tells you whether the business is working
The next hire feels make-or-break, but the role is still a fuzzy paragraph in your head
You are months from needing money and want the fundraising basics in place before the clock starts

Workflow

State the decision and the deadline (input: open question → output: decision memo)
Every decision gets a memo with three lines: the decision to make, the options on the table, and the date it will be made. A decision without a deadline is a meeting that never ends; a deadline without options is a panic. Most founder decisions are reversible — mark them as such and make them fast. The irreversible few get the slow, careful treatment. Knowing which kind you are facing is half the skill.
Write the one-page pitch (input: decision memo → output: pitch page)
One page, five blocks: the problem (who hurts, how much), the product (what it does, in one paragraph), the customer (who pays, not just who uses), why now (what changed to make this possible), and the ask (what you need from this reader). If a block takes more than four sentences, you do not understand it yet — write shorter until the fog lifts. The pitch page is the document every other document is cut from: deck, site, intro email, all of it.
Pick the three numbers that matter (input: pitch page → output: metrics sheet)
Choose three numbers that together tell you whether the business works: one for demand (are people coming?), one for value (do they stay or pay?), one for money (does it pay for itself?). Write each with its definition and where it comes from — a metric without a definition gets gamed, usually by you, usually by accident. Review the three weekly; everything else is a curiosity until one of the three moves.
Hire for the next bottleneck (input: metrics sheet → output: role brief)
The next hire is the person who unblocks the bottleneck the three numbers point at — not the person you wish you could afford, and not the role your peers are hiring for. Write the role brief around the bottleneck: the outcome this hire owns in their first ninety days, the three skills that produce that outcome, and what "good" looks like at day ninety. Hire for the bottleneck, not for the org chart.
Ship the smallest version (input: role brief + pitch → output: shipped slice)
Cut the next release until it is almost embarrassing: one customer, one job, one path through the product. Ship it to real users, watch what they do, and write down what actually happened — not what you hoped. The smallest version is not a compromise; it is the fastest way to replace opinions with evidence. A month spent polishing an untested assumption is a month you do not get back.
Run the fundraising basics check (input: shipped slice + metrics → output: fundraising readiness note)
Before you need money, assemble the basics: the pitch page, the three numbers with their history, the shipped slice real users touched, and a plain list of what the money would buy and what it would change. Then answer the honest question: does this round make the business meaningfully better, or does it just delay the same hard decision? If it is the second, make the decision first — money raised to avoid a decision is the most expensive money there is.