Founder Offer
Builds an offer too good to refuse.
Install
npx skills add Jakeschincariol/founder-skill --skill founder-offer -g -a claude-code -y- Repository
- Jakeschincariol/founder-skill2.3k
- Category
- Testing
- Updated
- 29d ago
- License
- MIT
- Context cost
- Lightabout 725 tokens
- Runs scripts
- No, instructions only
What it does
Builds an offer too good to refuse. Lists every problem the buyer hits on the way to the result they want, turns each into a solution, trims to what is cheap to deliver and valuable to the buyer, and stacks it with honest bonuses, a guarantee the CFO can afford, real urgency and a clear name. Scores it on the value equation (outcome, likelihood, time, effort) and re-tests it on a quick buyer panel. Use when the user says "make my offer better", "why won't people buy", "what should I include", "guarantee", "bonuses", "grand slam offer", or after the panel shows people passing.
founder-offer
Most businesses sell a product. Good ones sell an offer: the product plus
everything that makes buying it an easy yes. This skill builds that, using the
Offers lens in ../founder-board/lenses.md as the method (a summary of the
framework in Alex Hormozi's $100M Offers; never present it as his words).
Step 1: read what is already known
founder/idea.mdandfounder/pitch.md: what is sold today.founder/panel/results.md: why buyers pass, in their words. This is the raw material: every top objection should be answered by something in the offer.founder/numbers.json: what each extra costs, so the stack stays profitable.founder/board.md: the board's conditions.
Step 2: the problem list
Write every obstacle between the buyer and the result they want, in the buyer's words: before buying (doubt, price, effort to switch), during (waiting, learning, inconvenience), after (does it last, what if it fails). Aim for 15 to 30. Pull from the panel objections and the competitor complaints first.
Step 3: solutions, trimmed and stacked
Turn each problem into a solution (a feature, a service, a guarantee, a format). Score each on value to the buyer (1 to 5) and cost to deliver (1 to 5, from the CFO's numbers). Keep high value, low cost. Stack what is left into:
- The core: the thing itself, described by the outcome, not the ingredients.
- Bonuses: two or three, each killing one specific objection.
- The guarantee: what happens if it does not deliver. Model what it costs at a realistic claim rate with the CFO's tool before promising it.
- Urgency and scarcity: only if they are true (a launch week, a limited first batch). Never fake a countdown or a "only 3 left".
- The name: a clear, specific name for the offer, not the company.
