Reference
Scripts, curriculum & formulas
Outreach and follow-up scripts
Adapt honestly. Personalization means relevance, not inserting a name into a message sent without thought.
Research request
Subject: 20 minutes on [specific workflow] at [segment]
Hello [Name]—I am researching how [specific segment] handles [specific workflow/problem]. I found your [work/talk/role] while mapping the process. I am trying to understand the last real occurrence, the current workaround, and what makes change difficult.
Would you be open to a 20-minute conversation? This is research before building, not a disguised demo. I can share an anonymized pattern summary afterward. No problem if the timing is poor.
—[Name]
Warm introduction request
Hello [Connector]—I am testing a narrow thesis about [problem] for [segment]. I am looking to learn from an [exact role], not asking you to sell on my behalf. If you believe the conversation would be relevant, would you be comfortable forwarding the three-line note below? Please feel free to decline.
Post-interview confirmation
Thank you for reconstructing [specific workflow]. I heard three important points: [A], [B], and [C]. I may have misunderstood [uncertainty]. Is this summary accurate? I promised [resource/ action] by [date]. If the summary is right, would [specific next commitment] be useful?
Paid-pilot invitation
Based on the evidence so far, the current process creates [measured consequence]. I propose a [duration] paid pilot limited to [scope]. We would record the baseline, measure [outcome], keep [safety/quality/data controls], and decide on [date] whether to stop, revise, or expand. The fee is ₹[amount] plus applicable taxes, with [payment terms].
I have attached a one-page scope. If the result, responsibility, dependency, or risk is misstated, I would prefer to correct it before we proceed.
Proposal decision request
Hello [Name]—our proposal was intended to support the decision about [specific outcome]. The open questions at our last conversation were [A] and [B]; the attached note addresses both.
Is the right next step to (1) approve for [date], (2) revise a named term, (3) revisit after [real trigger/date], or (4) close this for now? A clear no is useful and completely acceptable.
Referral after earned value
We aimed to move [baseline] to [measured result], and your team observed [result plus limitation]. Who are one or two [roles] dealing with a similar workflow? If you are comfortable, would you introduce us with that exact context? Please do not overstate the result.
Clean close after silence
I have followed up a few times and do not want to create noise. I will close this thread for now. If [problem/trigger] becomes a priority, I am happy to revisit. Thank you for the earlier context.
RED LINE Never automate a message you would be embarrassed to send manually to a respected person. Respect consent, confidentiality, opt-outs, and applicable communication rules.
· SALES pp. 4–13, 20–25 · TABLE pp. 13–16 · GE Field Manual C. Scripts are templates; truth and context must be supplied by the sender.
A twelve-month learning curriculum
Learn around live work. Every month ends with an artifact, a field test, and one operating habit that changes.
| Month Focus | Artifact | Field test |
|---|---|---|
| 1 Customer observation | Ten reconstructed workflows and one pattern memo | Ask operators to correct the pattern |
| 2 Written and spoken sales | ICP, message, discovery guide, call review | Run real conversations and record stage evidence |
| 3 Personal and business cash | Personal command centre and 13-week forecast | Reconcile forecast to actual cash weekly |
| 4 Accounting | Three-statement close for a fictional or real small business | Trace five transactions through all statements |
| 5 Unit economics and pricing | Cohort economics plus one controlled price hypothesis | Compare revenue and gross profit, not response alone |
| 6 Delivery and systems | One complete SOP with exceptions and quality checks | Give it to another person and observe failure points |
| 7 Negotiation and contracts | BATNA/trade grid and antions notated contract ques packages before a live ne | Prepare two equivalent gotiation |
| 8 Distribution | Channel chain from target to retained customer | Remove one unmeasured stage and test one owned asset |
| 9 Hiring and leadership | Outcome scorecard, structured questions, 30/60/90 plan | Run a calibrated work- sample review |
| 10 Capital and ownership | Funding/dilution scenario pack depend | Explain the downside, rights, and control cost to a sceptic |
| 11 Strategy and competition | Business engine, ency map, moat evidence for a funded competitor | Identify the easiest path to parity |
| 12 Synthesis and allocation | Annual owner letter and next-year operating plan and a disinterested re | Present it to an operator viewer |
The knowledge-purchase gate
Before paying for a course, community, mentor, data product, or adviser, write the answers:
1. Is this the current constraint? 2. What specific output will exist by what date? 3. Is the person’s evidence relevant to my market, model, geography, and stage? 4. Can credentials, conflicts, references, and claims be checked?
5. Is the mechanism explained, or only the lifestyle result? 6. What is the full cost in money, time, upsells, data, and dependence? 7. Which cheaper primary source or real-world experiment should come first?
· ASC pp. 41–48, 132–141 · TABLE pp. 72–81 · LG pp. 89–115 · GE Field Manual J. The months are a sequence, not a credential or guarantee.
Formula and definition reference
A formula is a compressed relationship. Check the period, units, definitions, and assumptions before trusting the result.
Economic and decision formulas
| Measure | Definition | Decision caution |
|---|---|---|
| Opportunity cost | Value of the best forgone alternative | Include time, learning, control, and downside; do not force them into false rupee precision |
| Expected value | Σ(probability × outcome) | Scenario inputs are judgments, not facts; survival constraints can override a positive average |
| Revenue | price × quantity | Revenue does not reveal contribution, collections, refunds, or capacity |
| Contribution per unit | price − variable cost per unit fixed cost ÷ contribution per | Define the unit and include payment, service, refund, and channel costs that vary with it ca |
| Break-even units | unit [(Q2−Q1)/((Q1+Q2)/2)] ÷ | Step-fixed cost, mix, bad debt, and pacity can make the simple answer incomplete re |
| Midpoint price elasticity | [(P2−P1)/((P1+P2)/2)] | Use controlled segment tests where sponsible; compare gross profit and customer quality too |
| Exact real rate | (1 + nominal rate) ÷ (1 + inflation) − 1 | Inflation relevant to the goal may differ from a broad index |
| GDP identity | C + I + G + NX | An accounting structure, not a business forecast |
Personal money and time value
| Measure | Definition | Decision caution |
|---|---|---|
| Net worth | assets − liabilities take-home inflows − all cash | Use conservative, realizable values and separate liquid from illiquid assets |
| Monthly free cash | outflows | Include irregular obligations on a monthly equivalent or schedule |
| Liquid runway | unrestricted liquid reserve ÷ essential monthly outflow | A larger number is not automatically better; choose the buffer from fragility and obligations |
| Measure | Definition | Decision caution |
|---|---|---|
| Future value | PV × (1+r)^n | The return is a scenario, not a promise; use the same compounding period throughout |
| Present value | FV ÷ (1+r)^n | The discount rate must reflect timing and risk; small changes can alter long- duration values materially |
| EMI | P × r × (1+r)^n ÷ ((1+r)^n − 1) | r is the periodic reducing-balance rate; include fees, insurance, and prepayment terms separately |
| Required corpus scenario | annual after-tax spending ÷ chosen sustainable withdrawal horizon, tax, fees, inflation, and rate | Do not use a universal rate; sequence, flexibility matter |
Business model and sales
| Measure | Definition | Decision caution |
|---|---|---|
| Gross margin | (revenue − direct cost) ÷ revenue | Classification and product mix affect comparison |
| CAC | attributable acquisition spend ÷ new customers | Calculate by cohort/channel; attribution and sales-cycle lag matter |
| Gross profit per customer | revenue per customer × gross margin | Use collected/recognized revenue consistently and include service burden |
| LTV scenario | revenue per period × gross margin × expected lifetime | Immature retention cohorts can make lifetime an optimistic guess |
| CAC payback | CAC ÷ monthly gross profit per customer | Long payback can exhaust cash even when LTV looks attractive |
| Churn | customers lost ÷ customers at start | Define voluntary/involuntary and logo/ revenue churn consistently |
| Sales velocity | opportunities × average deal value × win rate ÷ cycle length | All terms must use the same period and evidenced stages |
| Win rate | won ÷ decided opportunities | Report no-decisions separately; define “decided” consistently |
| No-decision rate | no-decisions ÷ total closed outcomes | Keep no-decisions visible instead of quietly treating them as active pipeline |
Three statements and working capital
| Measure | Definition | Decision caution |
|---|---|---|
| Accounting identity | assets = liabilities + equity | Book value is not necessarily market or liquidation value |
| Measure | Definition | Decision caution |
|---|---|---|
| Gross profit | revenue − cost of revenue | Revenue recognition and cost classification require accounting judgment |
| Operating income | gross profit − operating expenses | Repeated “one-time” items and capitalization policies need review |
| Closing retained earnings | opening retained earnings + net income − distributions ± prior-period or statement note other permitted adjustments | Every adjustment needs a cited |
| Ending cash | opening cash + CFO + CFI + CFF | Restricted cash, classification, and timing still matter |
| Free cash flow | cash from operations − capital expenditure | Maintenance versus growth CapEx, supplier finance, capitalization, and working-capital timing matter |
| Working capital | current assets − current liabilities | Negative working capital can signal strength or distress depending on the cash cycle |
| DSO | average trade receivables ÷ credit sales × days in period | If credit-sales data are unavailable, label and keep any stated approximation consistent |
| Inventory days | average inventory ÷ cost of sales × days | Obsolescence and mix can be hidden by the average |
| DPO | average trade payables ÷ relevant credit purchases × days in period | If purchases are unavailable, disclose the consistent cost-base approximation; stretching suppliers can damage resilience |
| Cash-conversion cycle | inventory days + DSO − DPO | Compare with the same model over time, not an unrelated industry |
Capital, ownership, and returns
| Measure | Definition | Decision caution |
|---|---|---|
| Post-money valuation | pre-money valuation + new investment | Headline valuation does not describe preferences, control, option-pool effects, or future dilution |
| New investor ownership | investment ÷ post-money valuation | Model on a fully diluted basis and read the actual documents |
| Existing holder after round | existing percentage × (1 − new investor percentage) | Only valid absent simultaneous pool top-ups or other issuances |
| DSCR | cash available for debt service ÷ scheduled debt service | Define numerator with lender/accountant; stress cash timing and covenant terms |
| Net debt | interest-bearing debt − unrestricted cash | Not all cash is excess or available; leases and guarantees may matter |
| Measure | Definition | Decision caution |
|---|---|---|
| ROIC | after-tax operating profit ÷ average operating invested capital | Adjust excess cash, non-operating assets, acquisitions, leases, and accounting policy carefully |
| Enterprise value | equity value + debt − cash | Simplification; preferred claims, minorter ities, leases, and other items may mat |
| Bond value | present value of coupons + present value of principal | Coupon rate is not yield; credit, liquidity, optionality, and reinvestment affect value |
RED LINE No ratio has a universal “good” value. Compare a consistent definition with the same business over time, a relevant plan, and genuinely comparable peers. Escalate unexplained changes.
· EF pp. 9–19, 26–27, 50–59, 69–82, 86–109 · FS pp. 8–27, 52–55 · RM pp. 22–31, 61–100, 168–171 · SALES pp. 31–36. Corrections and assumptions follow the consolidated corpus audit.