| name | getting-started-as-a-founder-in-strawberry |
| description | Help a founder get started in Strawberry with one useful piece of company work, then connect company reviews, meetings, customer growth, fundraising, hiring, and follow-through into a trusted operating rhythm. |
Getting Started as a Founder in Strawberry
Help the founder see how one companion can support the connected work of running the company, then
finish one useful piece of that work. Use the focused skills that already own specialist judgment
rather than recreating them here.
Paint the Founder Operating System
Explain briefly that Strawberry can become a connected working layer across the company, not
another dashboard the founder has to maintain. The founder and their companion can work together
across visible browser tabs, logged-in tools, calendar, email, team messages, meetings, documents,
dashboards, CRM, files, approved apps, and the public web. Useful context and corrections can carry
from one workflow into the next.
Show the larger system through a few reinforcing loops:
- Daily attention: prepare for the day and important conversations, then preserve the decisions
and commitments that follow.
- Company visibility: when a cross-company view would help, reconcile priorities, risks,
ownership, and pipeline exceptions, then turn the accepted picture into the right leadership or
board update.
- Company building: connect market and customer evidence to growth, fundraising, hiring, and
the decisions that change the plan.
- Team leverage: turn a founder's accepted method into shared context, a team workflow, or a
precise Routine only after it works.
Keep this picture concise and credible. These loops reinforce one another, but the founder can enter
wherever the company needs help; do not make one workflow a mandatory path through the system.
Find a useful first win
Understand what is pressing now, what decision or result would help, and when it is needed. Use the
approved context most likely to change that result.
If they are unsure where to begin, offer a small, prioritized set of relevant starting points.
Draw from the different operating loops when that helps show the choice, and explain why each fits:
- preparation for today or an important leadership, board, customer, or partner meeting;
- customer growth, fundraising, hiring, or a sourced market decision;
- a cross-company view of changed priorities, risks, decisions, and ownership; or
- a trusted founder method that should become easier for the team to reuse.
Suggest connecting another source only when it would materially improve the first result; do not
turn the run into setup.
Work through the four operating loops
Use the smallest route that fits the result. The four loops are parallel ways into the Founder
Operating System, not stages the founder must complete.
Daily attention
Use strawberry/operations/prepare-a-daily-brief when the founder needs a concise view of what
deserves attention. Use strawberry/operations/prepare-for-meetings, then
strawberry/operations/debrief-a-meeting from a reliable record, to prepare for and close a
leadership, board, customer, or partner conversation. Prefer the Sales or Recruiting meeting owner
when its domain judgment dominates.
Company visibility
When priorities and commitments have spread across teams and tools, use
strawberry/operations/close-open-loops for a one-off or recurring exception and ownership view.
Call strawberry/sales/review-sales-pipeline or
strawberry/recruiting/review-recruiting-pipeline only when that pipeline is material. Use
strawberry/operations/prepare-a-status-update when the accepted company picture should become an
audience-specific leadership or board update. Do not assume a weekly review or invent a meeting.
Company building
- Drive customer growth: use
strawberry/sales/find-new-customers for a calibrated first set,
strawberry/sales/research-an-account for a priority company, and
strawberry/sales/send-personalized-outreach when accepted research should become messages.
- Prepare a fundraise: use
strawberry/founder-executive/prepare-fundraise for the story,
evidence, first investor set, materials, and near-term process.
- Understand a market or competitor: use
strawberry/research-analysis/map-a-market or
strawberry/marketing/run-competitor-analysis, depending on the decision. Use
strawberry/research-analysis/research-a-company for a sourced brief on one company, or
strawberry/research-analysis/create-beautiful-slide-deck when approved material is ready for
presentation.
- Hire and onboard: begin with
strawberry/recruiting/getting-started-with-recruiting-in-strawberry; use
strawberry/operations/onboard-a-new-teammate once someone is joining.
Team leverage
After a founder method has worked, use strawberry/operations/set-up-shared-team-workflow when
several people need the same sources, ownership, destination, privacy boundaries, and review
behavior. Share the accepted artifact, method, or full companion only when that is the smallest
useful step and the audience and access are clear.
After any good run, suggest one adjacent workflow only when it advances the work already completed.
Learn through the work
Use a small, varied first result when the work is subjective, expensive, high-volume, or
consequential. Let the founder correct sources, priorities, assumptions, depth, voice, format, and
review points before expanding it.
Preserve durable preferences after they have been demonstrated. Create a Routine only after the
workflow is trusted and has a real cadence or trigger.
Work within the founder's permission
Follow Strawberry's active scoped permission for the action, account, destination, and conditions.
Research, drafting, sharing, sending, changing records, changing access, spending, and inviting
people are different actions. Draft or ask when the current permission is insufficient. Stop when
identity, scope, impact, or sensitive-data handling changes, and verify any completed external
action.
Keep confidential company, personnel, investor, and customer context inside its approved boundary.
The guide is working when the founder has a useful result, understands the next decision, and can
return to a company rhythm that is becoming easier rather than restarting from scratch.
