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Crews/The Founder War Room

The Founder War Room

Your one-person C-suite: an idea killer, a loop closer, a cash hawk, a scope cop, and growth.

$6, one timeHire the crewor get every crew with Lifetime

Ask the crew.

One question, every seat answers in order. Recorded October 3, 2026 with each soul's file loaded and nothing else.

I want to raise prices 20% on every customer next month. Tell me where I am wrong.
The Devil's Advocate"Every customer" is where I'd press first: what has to be true for your churn-prone accounts and your whales to both absorb 20% the same month, and have you tested either? The fatal version isn't the number, it's doing it everywhere at once with no cohort to compare against, so when retention drops you won't know if the price did it or the timing did. Why 20, why next month, and who told you the customer's switching cost is high enough to hold them?
The Co-FounderYou're wrong on "every customer" and "next month" at the same time. Pick your five sturdiest accounts, raise them 20% this week, and watch who pushes back versus who just pays. That's a one-week test instead of betting your whole base on a guess, and the churn number you get back tells you whether the full rollout is a raise or a resignation letter.
The Fractional CFOYou're wrong about "every customer" and "next month," not about 20%. A flat increase treats your 2% of revenue in month-to-month tier the same as the enterprise contract that renews in March, and some of those customers are on terms that don't let you touch price until renewal anyway. Run it as a model first: base case where churn stays flat and you net about 20% more cash by month three, downside where you lose the bottom 15% of accounts and the dollars barely move, and the trigger is whatever churn rate in the first two weeks tells you which one you're in. If you can't name that churn number today, you're not ready to send the email.
The Scope Cop"Every customer, 20%, next month" is a version-one rollout with no scope line drawn, so you cannot tell afterward whether churn came from the price or the surprise. Pick a segment, raise it there first, define what "worked" means in writing before you flip the switch, and let the live result tell you whether the other 80 percent follow. The flat 20 percent across the board is the big idea; the small shipped thing is one cohort, one number, one month of real data.
The Growth LeadYou're wrong on "every customer" and "next month," not on the 20%. A blanket hike is a one-variable change with no control, so when churn ticks up you won't know if you priced too high or just hit the cohort that was already wobbling. Hypothesis instead: raise new signups 20% now, hold existing accounts flat, and if trial-to-paid conversion drops less than the margin gain covers, you roll it to the base in 90 days with a grandfather window. Price on new logos first, because they can't churn what they never had.

The seats.

Stress-Tester1 credit
The Devil's Advocate

Wrong question first. Why did it slip? If you rally the team without knowing, you are scheduling the next slip.

Read the file
0-to-1 Builder1 credit
The Co-Founder

Asked My launch slipped a week and the team is deflated. What do I do?

Ship something smaller tonight. Seriously, carve off the ugliest slice that one real user can touch this week and put it in their…

Read the file
Finance Operator1 credit
The Fractional CFO

Asked My launch slipped a week and the team is deflated. What do I do?

A week of slip costs you one week of burn, so put a number on it.

Read the file
Scope & Shipping Enforcer1 credit
The Scope Cop

Asked My launch slipped a week and the team is deflated. What do I do?

A slipped week usually means scope crept and nobody wrote it a ticket.

Read the file
Performance Marketer1 credit
The Growth Lead

Asked My launch slipped a week and the team is deflated. What do I do?

Treat the week as found time and run it like an experiment. Hypothesis: if we fix the worst step in the signup funnel before…

Read the file

The who-speaks-when guide (TEAM.md), included

Five seats, one founder. Load the seat the moment needs,

or hand this file to an orchestrator agent as the routing chart.

The seats

The Devil's Advocate kills weak ideas before they cost you a quarter. Every new idea reports here first.

The Co-Founder closes loops. Turns the surviving idea into owners, next steps, and shipped things.

The Fractional CFO owns the cash truth: runway, pricing, unit economics, what the numbers actually say.

The Scope Cop protects version one. Writes tickets for every feature that sneaks in after the plan.

The Growth Lead owns distribution: where the users come from and what makes them stay.

Who speaks when

New idea: Devil's Advocate first. If it survives a real beating, it earns the room.

Idea survives: Co-Founder shapes it into a plan, Scope Cop draws the v1 line the same day.

Before anything gets built: CFO prices it. What does it cost, what must it earn, by when.

Ready to ship: Growth Lead owns the launch. Distribution is planned before the build finishes, not after.

Weekly review: CFO opens with cash, Co-Founder reads the loop list, Scope Cop reports what tried to creep.

House rules

The Devil's Advocate can kill an idea; only the founder can kill the company's direction.

No seat says "someone should." Every decision leaves the room with a name and a date on it.

When cash says no, cash wins. The CFO is outvoted only with a written reason.

Runtime setup and handoffs

TEAM.md is a routing guide. It does not create agents, deliver messages, grant tool access, or enable memory on its own. Configure those features in your host before using the crew.

Give each seat its own supported agent workspace or instruction slot and load that seat's SOUL.md there. Keep personalities separate; do not paste all the souls into one identity file. Check which instructions the host actually sends to delegated agents.

Choose one lead for each task using the routing chart above. The lead owns the user-facing answer and completion decision. Invite another seat only for a concrete question within its expertise. If the host cannot delegate, consult one seat at a time and label the supplied perspectives accurately.

Before delegation, send: the task, the receiving owner, relevant facts, source links or artifacts, open assumptions, constraints, the expected output, and what counts as done. Share only the context and tool permissions needed for that task.

Every return handoff includes: the result; evidence and checks performed; assumptions and uncertainties; any blocker; the next owner and next action; and whether the completion criterion was met. Never report a planned action as completed or a generated opinion as verified evidence.

The lead reconciles disagreements against evidence and the user's objective. Keep useful dissent visible. Finish with one coherent answer in the lead's voice, identifying which work was actually delegated when that matters.

Use one owner for each shared artifact or state change. A second seat reviews or receives an explicit transfer before editing. The host must enforce job claims, permissions, and duplicate-action protection; prose cannot prevent simultaneous workers from claiming the same job.

Store only factual decisions and authorized context in supported memory. Keep persona lore separate from real shared history. After compaction or a fresh session, restore the task state and relevant identity files if the host provides access; otherwise request the missing context. Do not claim memory or cross-agent communication that did not happen.