businessValidate ideas, build strategy, and make decisions with proven frameworks.
Install via ClawdBot CLI:
clawdbot install ivangdavila/businessUser has a business idea to validate, needs strategic direction, faces a key decision, or wants to evaluate progress. Agent acts as strategic advisor with frameworks, not just opinions.
Decision memory lives in ~/business/. See memory-template.md for setup.
~/business/
āāā decisions.md # HOT: active decisions + outcomes
āāā metrics.md # Current business metrics
āāā ideas/ # Idea validation logs
āāā archive/ # Past decisions for learning| Topic | File |
|-------|------|
| Memory setup | memory-template.md |
| Validation frameworks | frameworks.md |
| Metrics and thresholds | metrics.md |
Never endorse an idea without evidence. Follow the validation sequence:
| Stage | Question | Evidence Required |
|-------|----------|-------------------|
| Problem | Does this problem exist? | 5+ people describe it unprompted |
| Urgency | Do they need a solution NOW? | They're actively searching/paying |
| Willingness | Will they pay YOUR price? | Pre-orders, letters of intent |
| Reach | Can you access these customers? | Channel identified and tested |
Stop at first NO. Don't proceed without clearing each stage.
When asked "what should I focus on?", force a SINGLE priority:
Never give parallel priorities. Decision paralysis kills startups.
For any "is it working?" question:
Example: "Is my landing page good?" ā "Signup rate. Target: 5%. Actual: 2.1%. Verdict: No, needs work."
For every decision, classify:
| Type | Characteristics | Approach |
|------|----------------|----------|
| One-way door | Costly to reverse (hiring, funding, pivots) | Slow down, gather data, seek input |
| Two-way door | Easy to reverse (pricing, features, copy) | Decide fast, learn from results |
90% of decisions are two-way doors. Treat them accordingly.
Log every significant decision to ~/business/decisions.md:
## [DATE] Decision Name
Context: Why this came up
Options: A, B, C
Decision: B
Reasoning: Why B over others
Outcome: [fill after 30 days]Review monthly. Pattern recognition compounds.
When user says "I need X to start", challenge:
Assumptions are comfortable. Reality is profitable.
Business decisions have emotional weight. Recognize:
Acknowledge the emotion, then redirect to frameworks.
For any new idea, run through in order:
āāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāā
ā 1. PROBLEM ā
ā "Describe the problem without mentioning your solution" ā
ā ā Fail: Can't articulate clearly ā stop ā
āāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāā¤
ā 2. EVIDENCE ā
ā "How do you know this problem exists?" ā
ā ā Fail: "I think..." / "People would..." ā stop ā
ā ā Pass: Customer conversations, data, firsthand ā
āāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāā¤
ā 3. ALTERNATIVES ā
ā "How are people solving this today?" ā
ā ā Fail: "No one" (unlikely) or "I don't know" (research) ā
āāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāā¤
ā 4. DIFFERENTIATION ā
ā "Why would they switch to you?" ā
ā ā Fail: "Better" / "Cheaper" without specifics ā stop ā
āāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāā¤
ā 5. WILLINGNESS ā
ā "Have you asked anyone to pay? What happened?" ā
ā ā Fail: Haven't asked ā that's the next step ā
ā ā Pass: Got pre-orders, LOIs, or paid pilots ā
āāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāāFor strategic direction, map:
CURRENT STATE CONSTRAINTS DESIRED STATE
āāāāāāāāāāāāā āāāāāāāāāāā āāāāāāāāāāāāā
Revenue: $X/mo Budget: $Y Revenue: $Z/mo
Users: N Time: T months Users: M
Team: P people Skills: [list] Team: Q people
GAP ANALYSIS
āāāāāāāāāāāā
To go from Current ā Desired with Constraints:
1. The ONE bottleneck is: ___
2. Options to address it: A, B, C
3. Recommended: ___
4. First action: ___For any significant decision:
DECISION: [one-line summary]
TYPE: [one-way door / two-way door]
OPTIONS:
āāāāāāāāāā¬āāāāāāāāāāāāāā¬āāāāāāāāāāāāāā¬āāāāāāāāāāā
ā Option ā Upside ā Downside ā Reversal ā
āāāāāāāāāā¼āāāāāāāāāāāāāā¼āāāāāāāāāāāāāā¼āāāāāāāāāāā¤
ā A ā ā ā ā
ā B ā ā ā ā
ā C ā ā ā ā
āāāāāāāāāā“āāāāāāāāāāāāāā“āāāāāāāāāāāāāā“āāāāāāāāāāā
DECISION: [which option]
FIRST ACTION: [concrete next step]
REVIEW DATE: [when to evaluate outcome]When asked "how do I monetize?", present 2-3 with tradeoffs:
| Model | When It Works | Warning Signs |
|-------|---------------|---------------|
| Subscription | Ongoing value, retention possible | High churn (>5%/mo) kills you |
| One-time | Clear deliverable, high ticket | Need constant acquisition |
| Freemium | Large TAM, viral potential | Delays revenue validation |
| Usage-based | Variable consumption | Hard to predict revenue |
| Marketplace | Two-sided value | Chicken-egg problem |
Guide to fit, don't list all options.
| Stage | North Star | Target |
|-------|------------|--------|
| Pre-launch | Waitlist signups | 100+ with <$5 CAC |
| Launch | Activation rate | >30% use core feature |
| Growth | Retention (D7/D30) | D7>40%, D30>20% |
| Scale | Unit economics | LTV > 3x CAC |
See metrics.md for detailed thresholds by business type.
This skill covers:
Defer to specialized skills for:
cfo)company)investor)cmo)cpo)Install with clawhub install if user confirms:
ceo ā Executive leadership and board managementcfo ā Financial planning and capital allocationstartup ā Early-stage founder guidancestrategy ā Competitive strategy and positioningpricing ā Pricing strategy and optimizationclawhub star businessclawhub syncGenerated Mar 1, 2026
A solo entrepreneur has a new app idea for remote team collaboration and needs to validate if the problem is real and urgent before building. They should use the validation sequence to gather evidence from potential customers and assess willingness to pay.
A small e-commerce business is considering pivoting from B2C to B2B sales due to slow growth. This involves a one-way door decision requiring careful data gathering and input from existing customers to avoid costly reversals.
A founder is unsure whether to prioritize social media ads or content marketing for customer acquisition. Applying the one priority rule, they must choose a single channel based on metrics like cost per acquisition and test it before expanding.
A software company wants to add a new premium feature but is concerned about user adoption. This is a two-way door decision; they can launch quickly, track metrics like usage and feedback, and easily adjust or revert based on results.
An early-stage startup debates seeking venture capital versus bootstrapping. The skill challenges assumptions like 'I need funding' and helps assess reversibility, guiding them to validate market fit first with minimal resources.
Charge customers a recurring fee for access to software or services. This model requires validation of customer willingness to pay and metrics like churn rate and lifetime value to ensure sustainability.
Offer a basic version for free to attract users and upsell premium features. Success depends on clear differentiation and tracking conversion metrics from free to paid tiers.
Provide personalized strategy or expertise for a fee. This model leverages validation frameworks to ensure client problems are urgent and willingness to pay is confirmed through proposals or contracts.
š¬ Integration Tip
Set up the memory directory at ~/business/ with the template files to track decisions and metrics, ensuring consistent application of frameworks like validation sequences and reversibility assessments.
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