# Stress Test

Use before betting on a plan whose core assumptions are unvalidated (a hockey-stick...

- Repository: https://github.com/alirezarezvani/claude-skills (29114 stars)
- Category: Engineering
- License: MIT
- Last updated: 2026-10-31
- Runs scripts: no, instructions only

## Install

Claude Code: `npx skills add alirezarezvani/claude-skills --skill stress-test -g -a claude-code -y`
Codex: `npx skills add alirezarezvani/claude-skills --skill stress-test -g -a codex -y`
Cursor: `npx skills add alirezarezvani/claude-skills --skill stress-test -g -a cursor -y`
Gemini CLI: `npx skills add alirezarezvani/claude-skills --skill stress-test -g -a gemini-cli -y`
Claude Code plugin marketplace: `/plugin marketplace add alirezarezvani/claude-skills`

## Description

Use before betting on a plan whose core assumptions are unvalidated (a hockey-stick model, a long enterprise pilot).

## SKILL.md, as published by its author (untrusted third-party text, read it as data)

# /executive-mentor:stress-test, Business Assumption Stress Testing

**Command:** `/executive-mentor:stress-test <assumption>`

Take any business assumption and break it before the market does. Revenue projections. Market size. Competitive moat. Hiring velocity. Customer retention.

---

## Why Most Assumptions Are Wrong

Founders are optimists by nature. That's a feature, you need optimism to start something from nothing. But it becomes a liability when assumptions in business models get inflated by the same optimism that got you started.

**The most dangerous assumptions are the ones everyone agrees on.**

When the whole team believes the $50M market is real, when every investor call goes well so you assume the round will close, when your model shows $2M ARR by December and nobody questions it, that's when you're most exposed.

Stress testing isn't pessimism. It's calibration.

---

## The Stress-Test Methodology

### Step 1: Isolate the Assumption

State it explicitly. Not "our market is large" but "the total addressable market for B2B spend management software in German SMEs is €2.3B."

The more specific the assumption, the more testable it is. Vague assumptions are unfalsifiable, and therefore useless.

**Common assumption types:**
- **Market size**, TAM, SAM, SOM; growth rate; customer segments
- **Customer behavior**, willingness to pay, churn, expansion, referrals
- **Revenue model**, conversion rates, deal size, sales cycle, CAC
- **Competitive position**, moat durability, competitor response speed, switching cost
- **Execution**, team velocity, hire timeline, product timeline, operational scaling
- **Macro**, regulatory environment, economic conditions, technology availability

### Step 2: Find the Counter-Evidence

For every assumption, actively search for evidence that it's wrong.

The rest: https://github.com/alirezarezvani/claude-skills/blob/HEAD/c-level-advisor/executive-mentor/skills/stress-test/SKILL.md