Founder Ops
Your operations manager.
Install
npx skills add Jakeschincariol/founder-skill --skill founder-ops -g -a claude-code -y- Repository
- Jakeschincariol/founder-skill2.3k
- Category
- Business
- Updated
- 29d ago
- License
- MIT
- Context cost
- Lightabout 612 tokens
- Runs scripts
- No, instructions only
What it does
Your operations manager. Works out how the business actually runs on day one: suppliers and what they cost, who works when, the step-by-step routines for opening, serving or shipping and closing, the tools to run it, the licences and permits to check, and a risk register with what to do when each thing goes wrong. Feeds real costs back to the CFO. Use when the user says "how do I run this", "operations", "suppliers", "staffing", "SOPs", "what do I need to open", "permits", or "day one".
founder-ops
A plan that works on paper fails at 7am on a Monday. This skill makes sure the first day, week and month can actually be run, and that the CFO's numbers include what running it really costs.
Step 1: what the business has to do every day
From founder/idea.md, founder/offer.md and founder/numbers.json, write the
daily cycle as a list of steps from first thing to last (for a café: deliveries,
prep, open, serve, clean, cash up, order; for an online store: orders in, pick,
pack, ship, returns, support). Mark which steps a customer sees.
Step 2: suppliers
For every input in the CFO's variable costs and every piece of equipment: two or
three real suppliers the user can contact, their public prices or how to get a
quote, minimum orders, lead times and payment terms. Link the sources. Where only
a quote will tell, say so and add it to the open questions. If a real price
differs from founder/numbers.json, update it and say the CFO should re-run.
Step 3: people
Who does what, when: a weekly rota for the planned volume and for the slow first month. The roles, the hours, and the wage assumption (from the user, or a public source for the local minimum and typical pay, linked). Payroll costs beyond wages vary by country; flag them for the accountant.
Step 4: routines (SOPs)
Short, numbered routines for the moments that make or break the business: opening, the core service or fulfilment, handling a complaint, closing, and a weekly reorder. Each fits on one page someone could follow on their first day.
Step 5: tools
The smallest stack that runs it: payments, point of sale or store, scheduling, bookkeeping, inventory. Real products with their published prices, and why each.
