Every function in your company already uses AI. None of them the same way.
Sales prompts differently from operations, which prompts differently from marketing, and none of the output can be compared. One shared set of 108 frameworks fixes the input across the whole org — and every department gets the ones written for its own job.
Find your org chart. Every function has its own frameworks.
Each one below lists the modules that team lives in and one real prompt from them — the actual text, not a description of it.
Sales
Every rep runs discovery their own way, so no two call notes answer the same questions. Coaching becomes guesswork, because there is nothing consistent to coach against.
Module 04 gives the team one structure for discovery, qualification, objections and proposals. Module 03 sits behind it, so the market view a rep argues from is the same one the company holds.
Modules this team lives in
One prompt from it
Act as a B2B sales coach using Neil Rackham's SPIN Selling. I am selling : [YOUR PRODUCT OR SERVICE] Prospect role : [JOB TITLE AND INDUSTRY] Known context : [WHAT YOU KNOW ABOUT THEM ALREADY] Generate 3 strong questions for each SPIN stage: SITUATION : Understand their current state and setup PROBLEM : Surface the pain they may not have named IMPLICATION : Show the cost and consequence of not solving it NEED-PAYOFF : Let them articulate the value of solving it #Make questions feel like natural conversation. #Avoid yes/no questions. Favour open questions. #Sequence them so each stage flows into the next. Need-Payoff Questions Situation Questions Focus on benefits of Gather background solutions information SPIN Selling Cycle Implication Questions Problem Questions Explore consequences of Identify customer problems challenges PRO TIP Spend 70% of your call on Implication questions that is where urgency is created. Most salespeople rush to Need-Payoff without building enough implication first. A prospect who hasn't felt the pain of inaction will not feel urgency to act.
Marketing
Three people describe the company three ways in the same week, on the site, in a deck and in a campaign. The positioning drifts without anyone deciding to change it.
Module 05 puts messaging, content and launches on one spine. Module 02 anchors it to what the business actually is, so the story marketing tells matches the model the founders are running.
Modules this team lives in
One prompt from it
I PROMPT — COPY & PASTE READY Act as a StoryBrand messaging consultant using Donald Miller's SB7. My business : [WHAT YOU DO AND WHO YOU SERVE] Customer's goal : [WHAT THE CUSTOMER WANTS TO ACHIEVE] Build the full SB7 for my brand: CHARACTER : Who is the hero, describe them specifically PROBLEM : External (practical), Internal (emotional), Philosophical (why it's wrong that this exists) GUIDE : My brand's empathy and authority PLAN : 3 simple steps to work with me CALL TO ACTION : One direct CTA and one transitional CTA SUCCESS : What their life looks like after FAILURE : What's at stake if they don't act Then write a one-sentence brand tagline using this structure.
Operations
The process lives in one person's head and gets explained again every time someone new asks. Documenting it keeps losing to doing it.
Module 07 turns a process into a written SOP in one pass, then gives you the tools to find the constraint, prioritise fixes and stop the same failure recurring. Module 08 covers the calls that come out of it.
Modules this team lives in
One prompt from it
I PROMPT — COPY & PASTE READY Act as an operations consultant specialising in SOP documentation. Process to document : [NAME AND DESCRIBE THE PROCESS] Who performs it : [ROLE AND EXPERIENCE LEVEL] Tools and systems used : [SOFTWARE, PLATFORMS, RESOURCES] How often it runs : [DAILY / WEEKLY / PER PROJECT] Generate a complete SOP using the SIPOC structure: SIPOC OVERVIEW: → → → → Suppliers Inputs Process Steps Outputs Customers FULL SOP: Purpose : Why this process exists Scope : What is and is not included Owner : Who is responsible for this process Steps : Numbered steps with decision points noted Quality : How to know each step was done correctly Errors : Common mistakes and how to avoid them Review : When and how this SOP should be updated
People
Managers who were promoted for doing the work now run reviews, hiring loops and hard conversations. Most of them are improvising, and the quality swings by manager.
Module 06 covers the twelve that matter: goals, 1-on-1s, feedback, hiring filters, delegation, meeting design. Every manager runs the same structures, so an employee's experience stops depending on who they report to.
Modules this team lives in
One prompt from it
Act as a leadership development coach. Situation I need to give feedback on: [DESCRIBE WHAT HAPPENED - THE CONTEXT AND BEHAVIOUR] Format this as a clean SBI feedback statement: SITUATION : When and where exactly did this happen? Be specific - meeting, call, report, date. BEHAVIOUR : What specifically did I observe? Observable actions only, no interpretation. IMPACT : What effect did this have? On me, on the team, on the outcome. Then write 2 follow-up questions I should ask after delivering the SBI to open a dialogue. Finally : rewrite the same feedback as it would typically be delivered badly, so I can see the difference. SBI Feedback Model Situation Behaviour Impact 1 2 3 In Tuesday's client call... You interrupted the It made them feel unheard client twice and reduced trust PRO TIP The most powerful part of SBI is what comes after the pause. Deliver the Impact statement and stop talking. Most leaders fill the silence with justifications or softening language that undoes the feedback. Let the person respond to what they heard. Their response tells you everything about whether the feedback landed.
Leadership
Each function reports the number it likes best, and the board deck is assembled from five different definitions of progress. Nobody is lying; nobody is measuring the same thing either.
Module 09 settles what the company counts and why. Module 01 is the one everybody reads first, because it is where the shared way of framing a question comes from in the first place.
Modules this team lives in
One prompt from it
Act as a growth strategy advisor specialising in metrics design. My business : [DESCRIBE YOUR PRODUCT AND BUSINESS MODEL] Stage : [PRE-REVENUE / EARLY TRACTION / GROWTH / SCALING] Current metrics tracked : [LIST WHAT YOU MEASURE NOW] Step 1 : Define my North Star Metric. It must: measure value to customers, predict revenue, be trackable, and be moveable by my team. Suggest 3 candidates and recommend the strongest. Step 2 : Define my OMTM for my current stage. What one metric should I obsess over right now? Why this one above all others at this stage? Step 3 : Build a metrics hierarchy. What are the 3–5 leading indicators that predict movement in the North Star? Step 4 : What is one metric I am currently tracking that is a vanity metric and should be dropped? Understanding North Star Metric and OMTM OMTM North Star Metric Metric that matters, Long-term value shifts by growth stage delivered to customers PRO TIP The most common North Star mistake is choosing a metric that measures your activity instead of the customer's value. 'Registered users' measures your acquisition, not their value. 'Users who completed their first meaningful action' measures whether they got value. The metric must describe something good happening for the customer, not something good happening for you.
Five functions. Ten modules. One book on every desk.
No department gets a cut-down version. The same 108 frameworks ship to everyone — what differs is where each team starts reading.
That is the whole mechanism. When sales, ops and marketing all frame a question the same way, their answers arrive in a shape the next person can actually use, and reviewing work stops being a rewrite.
- 04Sell Like a Pro
- 03Know Your Market
- 05Market Your Message
- 02Design Your Business
- 07Operate with Precision
- 08Decide with Confidence
- 06Build Your Team
- 10Lead Yourself First
- 09Finance & Metrics
- 01Think Like a Strategist
There is no deployment. It is a book.
No licences to provision, no seats to manage, no tool for IT to approve. Three steps and the team is running.
Order one per desk
Ten copies or more are invoiced directly. The shared-language effect only works when everyone has their own copy open, not one circulating.
Everyone starts at their function
Sales opens module 04, ops opens 07, managers open 06. Nobody reads front to back first — they read the module that matches this week.
The work starts matching
Within a fortnight briefs, SOPs and proposals arrive in the same structure. That consistency is the return, not the prompts themselves.
One copy per desk beats one copy per office.
Tell us how many and where they are going. Bulk and institutional orders are handled directly by Raphy, invoiced, with no subscription attached.
What a bulk order includes
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