STR - Corporate Business Advisory Skills

STR - Corporate Business Advisory Skills

Service Line Overview

Code: STR Full Name: Corporate Business Advisory Fee Modifier: 1.10 Description: Market intelligence, financial modeling, operations excellence, organizational design

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Skills Index

#	Skill	Command	Purpose
1	Market Analysis	/str-market	Conduct comprehensive market analysis
2	Competitive Intelligence	/str-competitive	Analyze competitive landscape
3	Financial Modeling	/str-financial-model	Build financial models and projections
4	Operations Assessment	/str-ops-assess	Assess operational efficiency
5	Organizational Design	/str-org-design	Design organizational structures
6	M&A Due Diligence	/str-ma-dd	Support M&A due diligence
7	Strategic Planning	/str-planning	Facilitate strategic planning
8	Cost Optimization	/str-cost-opt	Identify cost optimization opportunities

---

Skill 1: Market Analysis

Command: /str-market

Purpose

Conduct comprehensive market analysis including market sizing, segmentation, trends, and growth projections.

Inputs Required

market_scope:
  industry: "Industry Name"
  geography: "Global|Regional|Country"
  segments: ["Segment 1", "Segment 2"]
analysis_type: "entry|expansion|assessment"
client_position:
  current_share: 5
  target_segments: ["Segment A"]
data_sources:
  - "Industry reports"
  - "Government statistics"
  - "Trade associations"
time_horizon: "3-5 years"

Market Analysis Framework

Analysis Components

Component	Description	Deliverable
Market Sizing	TAM, SAM, SOM calculation	Size estimates
Segmentation	Customer/product segments	Segment profiles
Trends	Market drivers and shifts	Trend analysis
Growth	Historical and projected	Growth forecasts
Competitive	Market structure	Competitive map

Market Sizing Approaches

Approach	Method	Best For
Top-Down	Total market → segments	Established markets
Bottom-Up	Units × price × customers	New markets
Value Chain	Analyze each stage	B2B markets
Analogous	Similar market proxy	Emerging markets

Output: Market Analysis Report

# Market Analysis Report
## [Industry/Market Name]
### Date: [Date]

## Executive Summary

**Total Addressable Market:** $[X]B
**Serviceable Market:** $[X]B
**Target Market:** $[X]B
**CAGR (5-year):** [X]%
**Key Insight:** [Main finding]

## Market Overview

### Market Definition
[Clear definition of market boundaries]

### Market Size

#### Total Addressable Market (TAM)
| Segment | 2025 | 2026 | 2027 | 2028 | 2029 | CAGR |
|---------|------|------|------|------|------|------|
| [Segment 1] | $[X] | $[X] | $[X] | $[X] | $[X] | [X]% |
| [Segment 2] | $[X] | $[X] | $[X] | $[X] | $[X] | [X]% |
| **Total** | $[X] | $[X] | $[X] | $[X] | $[X] | [X]% |

#### Serviceable Addressable Market (SAM)
| Geography | Size | % of TAM | Growth |
|-----------|------|----------|--------|
| [Region 1] | $[X] | [X]% | [X]% |
| [Region 2] | $[X] | [X]% | [X]% |

#### Serviceable Obtainable Market (SOM)
| Segment | Size | Rationale |
|---------|------|-----------|
| [Target] | $[X] | [Why achievable] |

### Market Sizing Methodology

TAM Calculation: [Number of potential customers] × [Average revenue per customer] = [Total] × $[X] = $[TAM]

SAM Calculation: [TAM] × [Geographic filter] × [Segment filter] = $[TAM] × [X]% × [X]% = $[SAM]

SOM Calculation: [SAM] × [Realistic capture rate] = $[SAM] × [X]% = $[SOM]

## Market Segmentation

### Segmentation Framework
| Dimension | Segments | Size Distribution |
|-----------|----------|-------------------|
| Customer Type | [Segments] | [%] |
| Geography | [Regions] | [%] |
| Product/Service | [Categories] | [%] |
| Price Point | [Tiers] | [%] |

### Segment Profiles

#### Segment A: [Name]
| Attribute | Description |
|-----------|-------------|
| Size | $[X] ([X]% of market) |
| Growth | [X]% CAGR |
| Key Characteristics | [Description] |
| Customer Needs | [Needs] |
| Competitive Intensity | [H/M/L] |
| Attractiveness | [H/M/L] |

## Market Trends

### Macro Trends (PESTEL)

| Category | Trend | Impact | Timeframe |
|----------|-------|--------|-----------|
| Political | [Trend] | [+/-] | [S/M/L] |
| Economic | [Trend] | [+/-] | [S/M/L] |
| Social | [Trend] | [+/-] | [S/M/L] |
| Technological | [Trend] | [+/-] | [S/M/L] |
| Environmental | [Trend] | [+/-] | [S/M/L] |
| Legal | [Trend] | [+/-] | [S/M/L] |

### Industry-Specific Trends

| Trend | Description | Impact | Opportunity/Threat |
|-------|-------------|--------|-------------------|
| [Trend 1] | [Description] | [H/M/L] | [O/T] |

## Growth Drivers & Inhibitors

### Growth Drivers
| Driver | Impact | Probability | Timeline |
|--------|--------|-------------|----------|
| [Driver] | [H/M/L] | [H/M/L] | [Years] |

### Growth Inhibitors
| Inhibitor | Impact | Probability | Mitigation |
|-----------|--------|-------------|------------|
| [Inhibitor] | [H/M/L] | [H/M/L] | [Strategy] |

## Market Forecast

### Scenario Analysis
| Scenario | 2029 Size | CAGR | Key Assumptions |
|----------|-----------|------|-----------------|
| Base Case | $[X] | [X]% | [Assumptions] |
| Bull Case | $[X] | [X]% | [Assumptions] |
| Bear Case | $[X] | [X]% | [Assumptions] |

### Forecast Methodology
[Description of forecasting approach and key assumptions]

## Competitive Landscape

### Market Structure
| Metric | Value |
|--------|-------|
| Market Concentration (HHI) | [Score] |
| Top 5 Share | [%] |
| Number of Players | [#] |
| Entry Barriers | [H/M/L] |

### Key Players
| Company | Share | Positioning | Trend |
|---------|-------|-------------|-------|
| [Company] | [%] | [Position] | [↑↓→] |

## Strategic Implications

### Market Attractiveness Assessment
| Factor | Score (1-5) | Weight | Weighted |
|--------|-------------|--------|----------|
| Market Size | [X] | [X]% | [X] |
| Growth Rate | [X] | [X]% | [X] |
| Profitability | [X] | [X]% | [X] |
| Competition | [X] | [X]% | [X] |
| Entry Barriers | [X] | [X]% | [X] |
| **Total** | | 100% | **[X]** |

### Recommendations
1. [Recommendation]
2. [Recommendation]

## Appendices
### A. Data Sources
### B. Detailed Calculations
### C. Expert Interviews

---

Skill 2: Competitive Intelligence

Command: /str-competitive

Purpose

Analyze competitive landscape including competitor profiles, positioning, strengths/weaknesses, and competitive dynamics.

Inputs Required

client_company: "Client Name"
competitors:
  - name: "Competitor 1"
    type: "direct|indirect|potential"
  - name: "Competitor 2"
analysis_dimensions:
  - "Market position"
  - "Products/services"
  - "Pricing"
  - "Go-to-market"
  - "Financial performance"
competitive_questions:
  - "Who are the key competitors?"
  - "What are their strategies?"

Competitive Analysis Framework

Porter's Five Forces

Force	Analysis Focus
Rivalry	Competitor intensity, market concentration
Buyers	Customer power, switching costs
Suppliers	Supplier concentration, input importance
Substitutes	Alternative solutions, threat level
New Entrants	Entry barriers, threat likelihood

Output: Competitive Intelligence Report

# Competitive Intelligence Report
## [Client Name]
### Date: [Date]

## Executive Summary

**Competitive Position:** [Leader|Challenger|Follower|Niche]
**Key Competitors:** [Top 3]
**Competitive Advantage:** [Primary advantage]
**Strategic Threat Level:** [High|Medium|Low]

## Competitive Landscape Overview

### Market Position Map

                High Price
                    │
Premium             │            Luxury
[Competitor A]      │        [Competitor B]
                    │

Low ────────────────────┼──────────────────── High Quality │ Quality │ Budget │ Value [Competitor C] │ [CLIENT] ←Target │ Low Price

### Market Share Analysis
| Company | Revenue | Share | Trend | YoY Growth |
|---------|---------|-------|-------|------------|
| [Company 1] | $[X]M | [X]% | [↑↓→] | [X]% |
| [Company 2] | $[X]M | [X]% | [↑↓→] | [X]% |
| [Client] | $[X]M | [X]% | [↑↓→] | [X]% |
| Others | $[X]M | [X]% | [↑↓→] | [X]% |

## Porter's Five Forces Analysis

### Overall Industry Attractiveness: [High|Medium|Low]

| Force | Intensity | Trend | Key Factors |
|-------|-----------|-------|-------------|
| Rivalry | [H/M/L] | [↑↓→] | [Factors] |
| Buyer Power | [H/M/L] | [↑↓→] | [Factors] |
| Supplier Power | [H/M/L] | [↑↓→] | [Factors] |
| Substitutes | [H/M/L] | [↑↓→] | [Factors] |
| New Entrants | [H/M/L] | [↑↓→] | [Factors] |

## Competitor Profiles

### Competitor A: [Name]

#### Company Overview
| Attribute | Value |
|-----------|-------|
| Headquarters | [Location] |
| Founded | [Year] |
| Employees | [#] |
| Revenue | $[X]M |
| Market Share | [X]% |

#### Strategic Profile
| Dimension | Assessment |
|-----------|------------|
| Strategy Type | [Cost Leader/Differentiator/Focused] |
| Target Segments | [Segments] |
| Value Proposition | [Proposition] |
| Core Capabilities | [Capabilities] |

#### Product/Service Comparison
| Product | [Competitor] | [Client] | Advantage |
|---------|--------------|----------|-----------|
| [Product 1] | [Features] | [Features] | [Who wins] |

#### SWOT Analysis
| Strengths | Weaknesses |
|-----------|------------|
| [Strength] | [Weakness] |

| Opportunities | Threats |
|---------------|---------|
| [Opportunity] | [Threat] |

#### Recent Moves
| Date | Action | Implication |
|------|--------|-------------|
| [Date] | [Action] | [Impact] |

---

### Competitor B: [Name]
[Same format as above]

---

## Competitive Comparison Matrix

### Product/Service Features
| Feature | Weight | [Client] | [Comp A] | [Comp B] | [Comp C] |
|---------|--------|----------|----------|----------|----------|
| [Feature 1] | [X]% | [Score] | [Score] | [Score] | [Score] |
| [Feature 2] | [X]% | [Score] | [Score] | [Score] | [Score] |
| **Total** | 100% | **[X]** | **[X]** | **[X]** | **[X]** |

### Pricing Comparison
| Offering | [Client] | [Comp A] | [Comp B] | Market Avg |
|----------|----------|----------|----------|------------|
| [Product] | $[X] | $[X] | $[X] | $[X] |

### Go-to-Market Comparison
| Dimension | [Client] | [Comp A] | [Comp B] |
|-----------|----------|----------|----------|
| Channels | [Channels] | [Channels] | [Channels] |
| Sales Model | [Model] | [Model] | [Model] |
| Marketing | [Approach] | [Approach] | [Approach] |

## Competitive Dynamics

### Strategic Groups
| Group | Characteristics | Members |
|-------|-----------------|---------|
| [Group 1] | [Characteristics] | [Companies] |
| [Group 2] | [Characteristics] | [Companies] |

### Anticipated Competitive Moves
| Competitor | Likely Move | Timing | Impact on Client |
|------------|-------------|--------|------------------|
| [Comp A] | [Move] | [When] | [Impact] |

## Strategic Recommendations

### Competitive Positioning
[Recommended positioning strategy]

### Offensive Strategies
| Strategy | Target | Expected Outcome |
|----------|--------|------------------|
| [Strategy] | [Competitor/Segment] | [Outcome] |

### Defensive Strategies
| Threat | Response | Priority |
|--------|----------|----------|
| [Threat] | [Response] | [H/M/L] |

## Appendices
### A. Competitor Financial Summary
### B. News Monitoring Summary
### C. Win/Loss Analysis

---

Skill 3: Financial Modeling

Command: /str-financial-model

Purpose

Build comprehensive financial models including projections, valuations, and scenario analysis.

Inputs Required

model_type: "three_statement|dcf|lbo|merger|project_finance"
company_name: "Company Name"
historical_data:
  years: 3
  available: ["Income Statement", "Balance Sheet", "Cash Flow"]
projection_period: 5
scenarios:
  - "Base"
  - "Upside"
  - "Downside"
key_assumptions:
  revenue_growth: 10
  gross_margin: 40
  opex_ratio: 25

Financial Modeling Framework

Model Types

Model Type	Use Case	Key Outputs
Three Statement	Operational planning	P&L, BS, CF projections
DCF	Intrinsic valuation	Enterprise value, equity value
LBO	PE acquisition	IRR, MOIC, debt paydown
Merger	M&A analysis	Accretion/dilution, synergies
Project Finance	Infrastructure	NPV, IRR, DSCR

Output: Financial Model Documentation

# Financial Model Documentation
## [Company/Project Name]
### Model Version: 1.0 | Date: [Date]

## Model Overview

### Purpose
[Description of model purpose and use cases]

### Model Type
**Primary:** [Three Statement / DCF / LBO / Other]

### Key Outputs
| Output | Base Case | Upside | Downside |
|--------|-----------|--------|----------|
| Revenue (Year 5) | $[X]M | $[X]M | $[X]M |
| EBITDA (Year 5) | $[X]M | $[X]M | $[X]M |
| Enterprise Value | $[X]M | $[X]M | $[X]M |
| IRR | [X]% | [X]% | [X]% |

## Historical Analysis

### Income Statement Summary
| Metric | Year -3 | Year -2 | Year -1 | CAGR |
|--------|---------|---------|---------|------|
| Revenue | $[X] | $[X] | $[X] | [X]% |
| Gross Profit | $[X] | $[X] | $[X] | [X]% |
| EBITDA | $[X] | $[X] | $[X] | [X]% |
| Net Income | $[X] | $[X] | $[X] | [X]% |

### Margin Analysis
| Margin | Year -3 | Year -2 | Year -1 | Trend |
|--------|---------|---------|---------|-------|
| Gross Margin | [X]% | [X]% | [X]% | [↑↓→] |
| EBITDA Margin | [X]% | [X]% | [X]% | [↑↓→] |
| Net Margin | [X]% | [X]% | [X]% | [↑↓→] |

## Key Assumptions

### Revenue Assumptions
| Driver | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Rationale |
|--------|--------|--------|--------|--------|--------|-----------|
| Revenue Growth | [X]% | [X]% | [X]% | [X]% | [X]% | [Rationale] |
| Price Change | [X]% | [X]% | [X]% | [X]% | [X]% | [Rationale] |
| Volume Growth | [X]% | [X]% | [X]% | [X]% | [X]% | [Rationale] |

### Cost Assumptions
| Driver | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Rationale |
|--------|--------|--------|--------|--------|--------|-----------|
| COGS % | [X]% | [X]% | [X]% | [X]% | [X]% | [Rationale] |
| OpEx % | [X]% | [X]% | [X]% | [X]% | [X]% | [Rationale] |
| D&A % | [X]% | [X]% | [X]% | [X]% | [X]% | [Rationale] |

### Capital Assumptions
| Driver | Value | Rationale |
|--------|-------|-----------|
| CapEx % of Revenue | [X]% | [Rationale] |
| Working Capital Days | [X] | [Rationale] |
| Tax Rate | [X]% | [Rationale] |

### Valuation Assumptions (DCF)
| Assumption | Value | Rationale |
|------------|-------|-----------|
| WACC | [X]% | [Calculation] |
| Terminal Growth | [X]% | [Rationale] |
| Exit Multiple | [X]x | [Comparable] |

## Projected Financials

### Income Statement Projections
| Line Item | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|-----------|--------|--------|--------|--------|--------|
| Revenue | $[X] | $[X] | $[X] | $[X] | $[X] |
| COGS | ($[X]) | ($[X]) | ($[X]) | ($[X]) | ($[X]) |
| **Gross Profit** | $[X] | $[X] | $[X] | $[X] | $[X] |
| Operating Expenses | ($[X]) | ($[X]) | ($[X]) | ($[X]) | ($[X]) |
| **EBITDA** | $[X] | $[X] | $[X] | $[X] | $[X] |
| D&A | ($[X]) | ($[X]) | ($[X]) | ($[X]) | ($[X]) |
| **EBIT** | $[X] | $[X] | $[X] | $[X] | $[X] |
| Interest | ($[X]) | ($[X]) | ($[X]) | ($[X]) | ($[X]) |
| **EBT** | $[X] | $[X] | $[X] | $[X] | $[X] |
| Taxes | ($[X]) | ($[X]) | ($[X]) | ($[X]) | ($[X]) |
| **Net Income** | $[X] | $[X] | $[X] | $[X] | $[X] |

### Balance Sheet Projections
| Line Item | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|-----------|--------|--------|--------|--------|--------|
| Cash | $[X] | $[X] | $[X] | $[X] | $[X] |
| Receivables | $[X] | $[X] | $[X] | $[X] | $[X] |
| Inventory | $[X] | $[X] | $[X] | $[X] | $[X] |
| **Current Assets** | $[X] | $[X] | $[X] | $[X] | $[X] |
| PP&E | $[X] | $[X] | $[X] | $[X] | $[X] |
| **Total Assets** | $[X] | $[X] | $[X] | $[X] | $[X] |
| Payables | $[X] | $[X] | $[X] | $[X] | $[X] |
| Debt | $[X] | $[X] | $[X] | $[X] | $[X] |
| **Total Liabilities** | $[X] | $[X] | $[X] | $[X] | $[X] |
| **Equity** | $[X] | $[X] | $[X] | $[X] | $[X] |

### Cash Flow Projections
| Line Item | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|-----------|--------|--------|--------|--------|--------|
| Net Income | $[X] | $[X] | $[X] | $[X] | $[X] |
| D&A | $[X] | $[X] | $[X] | $[X] | $[X] |
| Working Capital Change | ($[X]) | ($[X]) | ($[X]) | ($[X]) | ($[X]) |
| **Operating Cash Flow** | $[X] | $[X] | $[X] | $[X] | $[X] |
| CapEx | ($[X]) | ($[X]) | ($[X]) | ($[X]) | ($[X]) |
| **Free Cash Flow** | $[X] | $[X] | $[X] | $[X] | $[X] |

## Valuation Analysis

### DCF Valuation
| Component | Value |
|-----------|-------|
| PV of FCF (Years 1-5) | $[X]M |
| Terminal Value | $[X]M |
| PV of Terminal Value | $[X]M |
| **Enterprise Value** | $[X]M |
| Less: Debt | ($[X]M) |
| Plus: Cash | $[X]M |
| **Equity Value** | $[X]M |
| Shares Outstanding | [X]M |
| **Value per Share** | $[X] |

### Sensitivity Analysis
| | WACC -1% | Base WACC | WACC +1% |
|---|---------|-----------|----------|
| **Growth -0.5%** | $[X] | $[X] | $[X] |
| **Base Growth** | $[X] | $[X] | $[X] |
| **Growth +0.5%** | $[X] | $[X] | $[X] |

### Comparable Analysis
| Company | EV/Revenue | EV/EBITDA | P/E |
|---------|------------|-----------|-----|
| [Comp 1] | [X]x | [X]x | [X]x |
| [Comp 2] | [X]x | [X]x | [X]x |
| **Median** | [X]x | [X]x | [X]x |
| **Implied Value** | $[X]M | $[X]M | $[X]M |

## Scenario Analysis

### Scenario Definitions
| Scenario | Key Assumptions | Probability |
|----------|-----------------|-------------|
| Base | [Assumptions] | [X]% |
| Upside | [Assumptions] | [X]% |
| Downside | [Assumptions] | [X]% |

### Scenario Outputs
| Metric | Downside | Base | Upside |
|--------|----------|------|--------|
| Year 5 Revenue | $[X]M | $[X]M | $[X]M |
| Year 5 EBITDA | $[X]M | $[X]M | $[X]M |
| Enterprise Value | $[X]M | $[X]M | $[X]M |
| IRR | [X]% | [X]% | [X]% |

## Model Limitations & Risks

### Key Risks
| Risk | Impact | Mitigation |
|------|--------|------------|
| [Risk] | [H/M/L] | [Approach] |

### Model Limitations
1. [Limitation]
2. [Limitation]

## Appendices
### A. WACC Calculation
### B. Comparable Company Details
### C. Detailed Schedules

---

Skill 4: Operations Assessment

Command: /str-ops-assess

Purpose

Assess operational efficiency across processes, resources, and performance to identify improvement opportunities.

Inputs Required

assessment_scope: "enterprise|division|function|process"
organization_name: "Organization Name"
focus_areas:
  - "Process efficiency"
  - "Resource utilization"
  - "Quality"
  - "Cost structure"
  - "Technology"
current_metrics:
  revenue: 100000000
  employees: 500
  operating_margin: 15
benchmarks:
  - "Industry average"
  - "Best-in-class"

Operations Assessment Framework

Assessment Dimensions

Dimension	Focus Areas	Key Metrics
Process	Efficiency, cycle time, quality	Lead time, defect rate
Resource	Labor, equipment, facilities	Utilization, productivity
Cost	Direct, indirect, overhead	Cost per unit, cost ratios
Quality	Conformance, customer satisfaction	Yield, NPS
Technology	Automation, digitization	Digital maturity

Output: Operations Assessment Report

# Operations Assessment Report
## [Organization Name]
### Date: [Date]

## Executive Summary

**Overall Operational Health:** [Excellent|Good|Fair|Poor]
**Efficiency Score:** [X/100]
**Cost Optimization Potential:** $[X]M ([X]% of OpEx)
**Key Findings:** [Top 3 findings]

## Current State Overview

### Organization Profile
| Metric | Value | Industry Avg | Gap |
|--------|-------|--------------|-----|
| Revenue | $[X]M | - | - |
| Employees | [#] | - | - |
| Revenue/Employee | $[X]K | $[X]K | [+/-]% |
| Operating Margin | [X]% | [X]% | [+/-]% |
| Asset Turnover | [X]x | [X]x | [+/-]x |

### Cost Structure
| Category | Amount | % of Revenue | Benchmark | Gap |
|----------|--------|--------------|-----------|-----|
| COGS | $[X]M | [X]% | [X]% | [+/-]% |
| Labor | $[X]M | [X]% | [X]% | [+/-]% |
| Materials | $[X]M | [X]% | [X]% | [+/-]% |
| Overhead | $[X]M | [X]% | [X]% | [+/-]% |
| SG&A | $[X]M | [X]% | [X]% | [+/-]% |

## Process Efficiency Analysis

### Process Performance
| Process | Cycle Time | Efficiency | Quality | Score |
|---------|------------|------------|---------|-------|
| [Process 1] | [Time] | [%] | [%] | [X/10] |
| [Process 2] | [Time] | [%] | [%] | [X/10] |

### Value Stream Analysis
| Activity | Time | Value-Add | Non-VA | Wait |
|----------|------|-----------|--------|------|
| [Activity] | [Time] | [%] | [%] | [%] |

**Value-Add Ratio:** [X]% (Target: >25%)

### Bottleneck Analysis
| Bottleneck | Location | Impact | Root Cause |
|------------|----------|--------|------------|
| [Bottleneck] | [Where] | [Impact] | [Cause] |

## Resource Utilization

### Labor Productivity
| Metric | Current | Benchmark | Gap |
|--------|---------|-----------|-----|
| Output per Hour | [X] | [X] | [+/-]% |
| Revenue per FTE | $[X]K | $[X]K | [+/-]% |
| Overtime % | [X]% | [X]% | [+/-]% |
| Absenteeism | [X]% | [X]% | [+/-]% |

### Equipment Utilization
| Equipment | Capacity | Actual | Utilization | OEE |
|-----------|----------|--------|-------------|-----|
| [Equipment] | [Cap] | [Act] | [%] | [%] |

**Overall Equipment Effectiveness (OEE):** [X]%
- Availability: [X]%
- Performance: [X]%
- Quality: [X]%

### Facility Utilization
| Facility | Area | Utilized | Utilization |
|----------|------|----------|-------------|
| [Facility] | [sqm] | [sqm] | [%] |

## Quality Analysis

### Quality Metrics
| Metric | Current | Target | Gap |
|--------|---------|--------|-----|
| First Pass Yield | [X]% | [X]% | [+/-]% |
| Defect Rate | [X]% | [X]% | [+/-]% |
| Customer Complaints | [#/mo] | [#/mo] | [+/-] |
| Returns Rate | [X]% | [X]% | [+/-]% |

### Cost of Quality
| Category | Amount | % of Revenue |
|----------|--------|--------------|
| Prevention | $[X] | [X]% |
| Appraisal | $[X] | [X]% |
| Internal Failure | $[X] | [X]% |
| External Failure | $[X] | [X]% |
| **Total CoQ** | $[X] | [X]% |

## Benchmarking

### Peer Comparison
| Metric | [Company] | Peer Avg | Best-in-Class | Gap to Best |
|--------|-----------|----------|---------------|-------------|
| [Metric 1] | [Value] | [Value] | [Value] | [Gap] |

### Maturity Assessment
| Capability | Current | Target | Gap |
|------------|---------|--------|-----|
| Process Standardization | [1-5] | [1-5] | [Gap] |
| Continuous Improvement | [1-5] | [1-5] | [Gap] |
| Digital/Automation | [1-5] | [1-5] | [Gap] |
| Performance Management | [1-5] | [1-5] | [Gap] |

## Improvement Opportunities

### Cost Reduction Opportunities
| Opportunity | Annual Savings | Investment | Payback |
|-------------|----------------|------------|---------|
| [Opportunity 1] | $[X]M | $[X]M | [X] mo |
| [Opportunity 2] | $[X]M | $[X]M | [X] mo |
| **Total** | $[X]M | $[X]M | - |

### Efficiency Improvements
| Opportunity | Current | Target | Impact |
|-------------|---------|--------|--------|
| [Improvement] | [Current] | [Target] | [Impact] |

## Recommendations

### Quick Wins (0-6 months)
| # | Recommendation | Savings | Effort |
|---|----------------|---------|--------|
| 1 | [Recommendation] | $[X] | [L/M/H] |

### Medium-term (6-12 months)
| # | Recommendation | Savings | Effort |
|---|----------------|---------|--------|
| 1 | [Recommendation] | $[X] | [L/M/H] |

### Transformational (12+ months)
| # | Recommendation | Savings | Effort |
|---|----------------|---------|--------|
| 1 | [Recommendation] | $[X] | [L/M/H] |

## Implementation Roadmap

### Phase 1: Foundation
- [Initiative]
- [Initiative]

### Phase 2: Optimization
- [Initiative]
- [Initiative]

### Phase 3: Transformation
- [Initiative]
- [Initiative]

---

Skill 5: Organizational Design

Command: /str-org-design

Purpose

Design organizational structures, roles, reporting relationships, and governance to support business strategy.

Inputs Required

design_scope: "enterprise|division|function"
organization_name: "Organization Name"
current_state:
  employees: 500
  structure_type: "functional|divisional|matrix|flat"
  spans_of_control: "narrow|medium|wide"
design_drivers:
  - "Growth"
  - "Efficiency"
  - "Agility"
  - "Customer focus"
constraints:
  - "Budget limitations"
  - "Union considerations"

Organizational Design Framework

Design Principles

Principle	Description	Application
Strategy Alignment	Structure follows strategy	Link to business model
Span of Control	Manageable reporting	5-8 direct reports typical
Clear Accountability	Single point ownership	RACI clarity
Decision Rights	Authority matches responsibility	Empowerment framework
Minimal Layers	Reduce hierarchy	Flat where possible

Output: Organizational Design Document

# Organizational Design Document
## [Organization Name]
### Version: 1.0 | Date: [Date]

## Executive Summary

**Design Scope:** [Scope]
**Structure Type:** [Type]
**Key Changes:** [Summary]
**Implementation Timeline:** [Months]

## Strategic Context

### Business Strategy
[Summary of business strategy driving org design]

### Design Objectives
1. [Objective 1]
2. [Objective 2]

### Design Principles
| Principle | Application |
|-----------|-------------|
| [Principle] | [How applied] |

## Current State Analysis

### Current Structure
[Organization chart or description]

### Current Metrics
| Metric | Current | Benchmark |
|--------|---------|-----------|
| Total Headcount | [#] | - |
| Management Layers | [#] | 4-6 |
| Avg Span of Control | [#] | 5-8 |
| Manager:Employee Ratio | 1:[X] | 1:6-8 |
| HR:Employee Ratio | 1:[X] | 1:75-100 |

### Current State Issues
| Issue | Impact | Root Cause |
|-------|--------|------------|
| [Issue] | [Impact] | [Cause] |

## Future State Design

### Proposed Structure

[CEO] ├── [Function 1] │ ├── [Sub-function A] │ └── [Sub-function B] ├── [Function 2] │ ├── [Sub-function C] │ └── [Sub-function D] └── [Function 3]

### Structure Rationale
| Design Choice | Rationale |
|---------------|-----------|
| [Choice] | [Why] |

### Role Definitions

#### [Role Title]
| Attribute | Description |
|-----------|-------------|
| Purpose | [Role purpose] |
| Reports To | [Reporting line] |
| Direct Reports | [#] |
| Key Responsibilities | [List] |
| Decision Authority | [Scope] |
| Key Relationships | [Internal/External] |
| Success Metrics | [KPIs] |

### Span of Control Analysis
| Level | Current Span | Proposed Span | Change |
|-------|--------------|---------------|--------|
| Executive | [#] | [#] | [+/-] |
| Senior Manager | [#] | [#] | [+/-] |
| Manager | [#] | [#] | [+/-] |

### Headcount Impact
| Area | Current | Proposed | Change |
|------|---------|----------|--------|
| [Function] | [#] | [#] | [+/-] |
| **Total** | [#] | [#] | [+/-] |

## Governance Model

### Decision Rights Matrix
| Decision Type | Decide | Approve | Consult | Inform |
|---------------|--------|---------|---------|--------|
| [Decision] | [Role] | [Role] | [Role] | [Role] |

### Committee Structure
| Committee | Purpose | Members | Frequency |
|-----------|---------|---------|-----------|
| [Committee] | [Purpose] | [Members] | [Frequency] |

### Escalation Path

Level 1: [Role] - [Scope] ↓ Level 2: [Role] - [Scope] ↓ Level 3: [Role] - [Scope]

## Implementation Plan

### Transition Approach
| Phase | Activities | Duration |
|-------|------------|----------|
| Design | Finalize structure, roles | [Weeks] |
| Announce | Communication, selection | [Weeks] |
| Implement | Role assignments, transitions | [Weeks] |
| Stabilize | Support, adjustment | [Weeks] |

### Change Management
| Activity | Timing | Owner |
|----------|--------|-------|
| Leadership alignment | Week [X] | [Owner] |
| Employee communication | Week [X] | [Owner] |
| Manager training | Week [X] | [Owner] |
| Role transitions | Week [X] | [Owner] |

### Risk Mitigation
| Risk | Mitigation |
|------|------------|
| [Risk] | [Action] |

## Success Metrics

| Metric | Current | Target | Timeline |
|--------|---------|--------|----------|
| Employee Engagement | [Score] | [Score] | [Date] |
| Decision Speed | [Time] | [Time] | [Date] |
| Span of Control | [Ratio] | [Ratio] | [Date] |
| Manager Effectiveness | [Score] | [Score] | [Date] |

---

Skill 6: M&A Due Diligence

Command: /str-ma-dd

Purpose

Support M&A due diligence process including commercial, operational, and strategic assessment of targets.

Inputs Required

transaction_type: "acquisition|merger|divestiture|joint_venture"
target_company: "Target Name"
deal_rationale:
  - "Market expansion"
  - "Capability acquisition"
  - "Synergies"
diligence_scope:
  - "Commercial"
  - "Operational"
  - "Financial"
  - "Legal"
  - "IT"
  - "HR"
timeline:
  diligence_weeks: 6
  exclusivity_end: "2026-04-15"

Due Diligence Framework

Diligence Workstreams

Workstream	Focus	Key Questions
Commercial	Market, customers, competition	Sustainable revenue?
Operational	Processes, capabilities, assets	Scalable operations?
Financial	Financials, working capital	Quality of earnings?
Legal	Contracts, litigation, IP	Material liabilities?
Tax	Structure, exposures	Tax risks?
IT	Systems, security, technical debt	Integration complexity?
HR	People, culture, compensation	Retention risks?

Output: Due Diligence Report

# M&A Due Diligence Report
## [Target Company Name]
### Date: [Date] | CONFIDENTIAL

## Executive Summary

**Transaction Type:** [Type]
**Deal Rationale:** [Rationale]
**Overall Assessment:** [Proceed|Proceed with Conditions|Do Not Proceed]
**Valuation Range:** $[X]M - $[X]M
**Key Issues:** [Top 3]
**Synergy Potential:** $[X]M

## Deal Overview

### Transaction Summary
| Attribute | Value |
|-----------|-------|
| Target | [Company Name] |
| Seller | [Seller] |
| Transaction Type | [Type] |
| Indicated Value | $[X]M |
| Structure | [Stock/Asset] |
| Expected Close | [Date] |

### Strategic Rationale
| Rationale | Priority | Validation |
|-----------|----------|------------|
| [Rationale 1] | [H/M/L] | [Validated/At Risk] |

## Target Overview

### Company Profile
| Attribute | Value |
|-----------|-------|
| Founded | [Year] |
| Headquarters | [Location] |
| Employees | [#] |
| Revenue (LTM) | $[X]M |
| EBITDA (LTM) | $[X]M |
| Key Products/Services | [List] |
| Key Customers | [List] |

## Diligence Findings

### Commercial Due Diligence

#### Market Position
| Metric | Value | Assessment |
|--------|-------|------------|
| Market Share | [%] | [Strong/Adequate/Weak] |
| Market Growth | [%] | [Attractive/Moderate/Declining] |
| Competitive Position | [Rank] | [Leader/Challenger/Follower] |

#### Customer Analysis
| Metric | Value | Risk Level |
|--------|-------|------------|
| Customer Concentration (Top 10) | [%] | [H/M/L] |
| Customer Retention | [%] | [H/M/L] |
| Contract Renewals | [%] | [H/M/L] |

**Key Findings:**
- [Finding 1]
- [Finding 2]

**Red Flags:**
- [Red Flag]

---

### Operational Due Diligence

#### Operations Assessment
| Area | Status | Issues |
|------|--------|--------|
| Facilities | [Good/Fair/Poor] | [Issues] |
| Equipment | [Good/Fair/Poor] | [Issues] |
| Supply Chain | [Good/Fair/Poor] | [Issues] |
| Quality | [Good/Fair/Poor] | [Issues] |

#### Capacity Analysis
| Metric | Current | Potential |
|--------|---------|-----------|
| Utilization | [%] | [%] |
| Capacity | [Units] | [Units] |

**Key Findings:**
- [Finding]

---

### Financial Due Diligence

#### Quality of Earnings
| Adjustment | Amount | Description |
|------------|--------|-------------|
| Reported EBITDA | $[X]M | Per management |
| [Adjustment 1] | ($[X]M) | [Description] |
| [Adjustment 2] | $[X]M | [Description] |
| **Adjusted EBITDA** | $[X]M | **Normalized** |

#### Working Capital
| Component | Actual | Normalized | PEG |
|-----------|--------|------------|-----|
| Receivables | $[X]M | $[X]M | $[X]M |
| Inventory | $[X]M | $[X]M | $[X]M |
| Payables | ($[X]M) | ($[X]M) | ($[X]M) |
| **NWC** | $[X]M | $[X]M | $[X]M |

#### Historical Financials
| Metric | Year -2 | Year -1 | LTM |
|--------|---------|---------|-----|
| Revenue | $[X]M | $[X]M | $[X]M |
| Gross Margin | [%] | [%] | [%] |
| EBITDA | $[X]M | $[X]M | $[X]M |
| EBITDA Margin | [%] | [%] | [%] |

---

### IT Due Diligence

#### Systems Assessment
| System | Vendor | Age | Condition | Integration |
|--------|--------|-----|-----------|-------------|
| ERP | [Vendor] | [Yrs] | [G/F/P] | [Easy/Moderate/Complex] |
| CRM | [Vendor] | [Yrs] | [G/F/P] | [Easy/Moderate/Complex] |

#### Technical Debt
| Item | Severity | Remediation Cost |
|------|----------|------------------|
| [Item] | [H/M/L] | $[X] |

---

### HR Due Diligence

#### Workforce Analysis
| Metric | Value | Concern |
|--------|-------|---------|
| Total Employees | [#] | - |
| Turnover Rate | [%] | [H/M/L] |
| Key Person Risk | [#] | [H/M/L] |
| Union Representation | [%] | [H/M/L] |

#### Compensation Analysis
| Level | Target vs Market | Gap |
|-------|------------------|-----|
| Executive | [%] | [+/-] |
| Professional | [%] | [+/-] |
| Hourly | [%] | [+/-] |

## Synergy Analysis

### Revenue Synergies
| Synergy | Annual Value | Confidence | Timeline |
|---------|--------------|------------|----------|
| Cross-sell | $[X]M | [H/M/L] | Year [X] |
| Geographic | $[X]M | [H/M/L] | Year [X] |
| **Total Revenue** | $[X]M | | |

### Cost Synergies
| Synergy | Annual Value | Confidence | Timeline |
|---------|--------------|------------|----------|
| Headcount | $[X]M | [H/M/L] | Year [X] |
| Procurement | $[X]M | [H/M/L] | Year [X] |
| Facility | $[X]M | [H/M/L] | Year [X] |
| **Total Cost** | $[X]M | | |

### Integration Costs
| Category | One-Time Cost |
|----------|---------------|
| Severance | $[X]M |
| IT Integration | $[X]M |
| Rebranding | $[X]M |
| **Total** | $[X]M |

## Valuation Implications

### Valuation Summary
| Methodology | Value Range |
|-------------|-------------|
| DCF | $[X]M - $[X]M |
| Comparable Transactions | $[X]M - $[X]M |
| LBO | $[X]M - $[X]M |
| **Indicated Range** | $[X]M - $[X]M |

### Price Adjustments
| Item | Adjustment |
|------|------------|
| QoE Adjustments | ($[X]M) |
| Working Capital | ($[X]M) |
| Synergy Value | $[X]M |
| Integration Costs | ($[X]M) |

## Risk Summary

### Deal Risks
| Risk | Severity | Mitigation |
|------|----------|------------|
| [Risk] | [Critical/High/Medium/Low] | [Action] |

### Deal Breakers
- [Issue requiring resolution before proceed]

## Recommendations

### Proceed/No-Proceed
**Recommendation:** [Proceed with conditions]

### Conditions
1. [Condition]
2. [Condition]

### Negotiation Points
| Point | Position | Rationale |
|-------|----------|-----------|
| Price | [Position] | [Why] |
| Structure | [Position] | [Why] |
| Rep & Warranties | [Position] | [Why] |

## Next Steps
1. [Action]
2. [Action]

---

Skill 7: Strategic Planning

Command: /str-planning

Purpose

Facilitate strategic planning process including vision development, strategic analysis, goal setting, and implementation planning.

Inputs Required

planning_scope: "corporate|business_unit|functional"
planning_horizon: "3-5 years"
organization_name: "Organization Name"
current_situation:
  revenue: 100000000
  market_position: "challenger"
  key_challenges: ["Challenge 1", "Challenge 2"]
planning_approach: "facilitated|consultant-led|hybrid"
stakeholders:
  - "Executive team"
  - "Board"
  - "Key managers"

Strategic Planning Framework

Planning Process

Phase	Activities	Output
1. Assessment	Situation analysis, SWOT	Current state
2. Direction	Vision, mission, values	Strategic intent
3. Strategy	Strategic options, choices	Strategy statement
4. Goals	Objectives, measures	Strategic goals
5. Initiatives	Projects, programs	Implementation plan
6. Execution	Governance, monitoring	Execution system

Output: Strategic Plan

# Strategic Plan
## [Organization Name]
### Planning Horizon: [Years]
### Date: [Date]

## Executive Summary

**Vision:** [Vision statement]
**Strategic Theme:** [Overarching theme]
**Key Strategies:** [3-5 strategies]
**Expected Outcomes:** [Key outcomes]

## Part 1: Strategic Context

### Mission, Vision, Values

**Mission:** [Why we exist]

**Vision:** [What we aspire to become]

**Values:**
1. [Value 1] - [Description]
2. [Value 2] - [Description]

### Current Situation

#### Performance Summary
| Metric | Current | 3-Year Trend |
|--------|---------|--------------|
| Revenue | $[X]M | [Trend] |
| Profitability | [X]% | [Trend] |
| Market Share | [X]% | [Trend] |
| Customer Satisfaction | [Score] | [Trend] |

#### Market Position
[Description of current market position]

### SWOT Analysis

| Strengths | Weaknesses |
|-----------|------------|
| • [Strength 1] | • [Weakness 1] |
| • [Strength 2] | • [Weakness 2] |

| Opportunities | Threats |
|---------------|---------|
| • [Opportunity 1] | • [Threat 1] |
| • [Opportunity 2] | • [Threat 2] |

### Key Strategic Issues
1. [Issue 1]
2. [Issue 2]
3. [Issue 3]

## Part 2: Strategic Direction

### Strategic Aspirations

| Dimension | Current | [Year +3] | [Year +5] |
|-----------|---------|-----------|-----------|
| Revenue | $[X]M | $[X]M | $[X]M |
| Market Position | [Position] | [Position] | [Position] |
| Geographic Reach | [Current] | [Target] | [Target] |

### Strategic Choices

#### Where to Play
| Dimension | Choice | Rationale |
|-----------|--------|-----------|
| Markets | [Markets] | [Why] |
| Customers | [Segments] | [Why] |
| Geographies | [Regions] | [Why] |
| Products/Services | [Offerings] | [Why] |

#### How to Win
| Dimension | Approach | Rationale |
|-----------|----------|-----------|
| Value Proposition | [Proposition] | [Why] |
| Competitive Advantage | [Advantage] | [Why] |
| Business Model | [Model] | [Why] |

## Part 3: Strategic Pillars

### Strategic Pillar 1: [Name]

**Objective:** [What we will achieve]

**Rationale:** [Why this matters]

**Key Initiatives:**
1. [Initiative A]
2. [Initiative B]

**Success Metrics:**
| Metric | Baseline | Target | Timeline |
|--------|----------|--------|----------|
| [Metric] | [Current] | [Target] | [Year] |

---

### Strategic Pillar 2: [Name]
[Same format]

---

### Strategic Pillar 3: [Name]
[Same format]

## Part 4: Goals & Objectives

### Strategic Objectives (Balanced Scorecard)

#### Financial Perspective
| Objective | Measure | Target | Timeline |
|-----------|---------|--------|----------|
| [Objective] | [KPI] | [Target] | [Year] |

#### Customer Perspective
| Objective | Measure | Target | Timeline |
|-----------|---------|--------|----------|
| [Objective] | [KPI] | [Target] | [Year] |

#### Internal Process Perspective
| Objective | Measure | Target | Timeline |
|-----------|---------|--------|----------|
| [Objective] | [KPI] | [Target] | [Year] |

#### Learning & Growth Perspective
| Objective | Measure | Target | Timeline |
|-----------|---------|--------|----------|
| [Objective] | [KPI] | [Target] | [Year] |

## Part 5: Implementation

### Initiative Portfolio

| Initiative | Pillar | Owner | Timeline | Investment | Priority |
|------------|--------|-------|----------|------------|----------|
| [Initiative] | [#] | [Name] | [Dates] | $[X] | [H/M/L] |

### Resource Requirements

| Category | Year 1 | Year 2 | Year 3 | Total |
|----------|--------|--------|--------|-------|
| CapEx | $[X] | $[X] | $[X] | $[X] |
| OpEx | $[X] | $[X] | $[X] | $[X] |
| FTEs | [#] | [#] | [#] | - |

### Implementation Roadmap

Year 1: Foundation ├── Q1: [Initiatives] ├── Q2: [Initiatives] ├── Q3: [Initiatives] └── Q4: [Initiatives]

Year 2: Acceleration ├── [Initiatives]

Year 3: Optimization ├── [Initiatives]

## Part 6: Governance & Monitoring

### Governance Structure

| Forum | Purpose | Frequency | Participants |
|-------|---------|-----------|--------------|
| Strategy Review | Progress, decisions | Quarterly | Exec team |
| Initiative Steering | Project oversight | Monthly | Sponsors |
| Board Update | Strategic update | Quarterly | Board |

### Monitoring & Reporting

| Report | Content | Frequency | Owner |
|--------|---------|-----------|-------|
| Strategy Scorecard | KPI dashboard | Monthly | Strategy |
| Initiative Status | Project updates | Bi-weekly | PMO |
| Risk Report | Risk tracking | Monthly | Risk |

### Risk Management

| Risk | Probability | Impact | Mitigation |
|------|-------------|--------|------------|
| [Risk] | [H/M/L] | [H/M/L] | [Action] |

## Appendices
### A. Detailed Initiative Plans
### B. Financial Projections
### C. Organization Implications

---

Skill 8: Cost Optimization

Command: /str-cost-opt

Purpose

Identify and prioritize cost optimization opportunities across the organization while maintaining operational effectiveness.

Inputs Required

optimization_scope: "enterprise|division|function"
organization_name: "Organization Name"
cost_baseline:
  total_costs: 50000000
  categories:
    - name: "Personnel"
      amount: 25000000
    - name: "Facilities"
      amount: 5000000
    - name: "Technology"
      amount: 8000000
target_reduction: 15
constraints:
  - "No layoffs"
  - "Maintain service levels"
  - "Preserve strategic capabilities"

Cost Optimization Framework

Cost Categories

Category	Typical Opportunities
Personnel	Spans, layers, productivity, outsourcing
Procurement	Consolidation, negotiation, demand
Real Estate	Footprint, utilization, remote work
Technology	Rationalization, cloud, automation
G&A	Travel, marketing, professional services
Operations	Process efficiency, waste reduction

Optimization Levers

Lever	Description	Typical Savings
Eliminate	Stop doing entirely	High
Standardize	One way of working	Medium
Consolidate	Combine activities	Medium
Automate	Technology enablement	Medium-High
Outsource	Third-party delivery	Medium
Renegotiate	Better terms	Low-Medium

Output: Cost Optimization Report

# Cost Optimization Report
## [Organization Name]
### Date: [Date]

## Executive Summary

**Total Cost Base:** $[X]M
**Identified Savings:** $[X]M ([X]%)
**Quick Wins:** $[X]M
**Implementation Investment:** $[X]M
**Net Savings (3-Year):** $[X]M

## Cost Baseline Analysis

### Total Cost Structure
| Category | Amount | % of Total | vs. Benchmark |
|----------|--------|------------|---------------|
| Personnel | $[X]M | [X]% | [+/-]% |
| Technology | $[X]M | [X]% | [+/-]% |
| Facilities | $[X]M | [X]% | [+/-]% |
| Procurement | $[X]M | [X]% | [+/-]% |
| G&A | $[X]M | [X]% | [+/-]% |
| **Total** | $[X]M | 100% | - |

### Cost Trends
| Category | Year -2 | Year -1 | Current | CAGR |
|----------|---------|---------|---------|------|
| [Category] | $[X] | $[X] | $[X] | [X]% |

### Benchmarking
| Metric | [Company] | Industry Avg | Best Practice | Gap |
|--------|-----------|--------------|---------------|-----|
| Cost/Revenue | [X]% | [X]% | [X]% | [X]% |
| Cost/Employee | $[X]K | $[X]K | $[X]K | [X]% |

## Optimization Opportunities

### Summary by Category
| Category | Savings Potential | Effort | Priority |
|----------|-------------------|--------|----------|
| Personnel | $[X]M | [H/M/L] | [1-5] |
| Technology | $[X]M | [H/M/L] | [1-5] |
| Procurement | $[X]M | [H/M/L] | [1-5] |
| Facilities | $[X]M | [H/M/L] | [1-5] |
| G&A | $[X]M | [H/M/L] | [1-5] |
| **Total** | $[X]M | | |

### Detailed Opportunities

#### Personnel Optimization

| Opportunity | Savings | FTE Impact | Effort | Risk |
|-------------|---------|------------|--------|------|
| Span of control optimization | $[X]M | [#] | [H/M/L] | [H/M/L] |
| Process automation | $[X]M | [#] | [H/M/L] | [H/M/L] |
| Outsourcing non-core | $[X]M | [#] | [H/M/L] | [H/M/L] |
| **Subtotal** | $[X]M | [#] | | |

**Detail: Span of Control Optimization**
- Current State: [Description]
- Opportunity: [Description]
- Savings Calculation: [Calculation]
- Implementation: [Approach]
- Risks: [Risks]

---

#### Technology Optimization

| Opportunity | Savings | Effort | Risk |
|-------------|---------|--------|------|
| Application rationalization | $[X]M | [H/M/L] | [H/M/L] |
| Cloud migration | $[X]M | [H/M/L] | [H/M/L] |
| License optimization | $[X]M | [H/M/L] | [H/M/L] |
| **Subtotal** | $[X]M | | |

---

#### Procurement Optimization

| Opportunity | Savings | Effort | Risk |
|-------------|---------|--------|------|
| Contract renegotiation | $[X]M | [H/M/L] | [H/M/L] |
| Supplier consolidation | $[X]M | [H/M/L] | [H/M/L] |
| Demand management | $[X]M | [H/M/L] | [H/M/L] |
| **Subtotal** | $[X]M | | |

---

#### Facilities Optimization

| Opportunity | Savings | Effort | Risk |
|-------------|---------|--------|------|
| Footprint reduction | $[X]M | [H/M/L] | [H/M/L] |
| Hybrid work model | $[X]M | [H/M/L] | [H/M/L] |
| Energy efficiency | $[X]M | [H/M/L] | [H/M/L] |
| **Subtotal** | $[X]M | | |

---

#### G&A Optimization

| Opportunity | Savings | Effort | Risk |
|-------------|---------|--------|------|
| Travel policy | $[X]M | [H/M/L] | [H/M/L] |
| Marketing efficiency | $[X]M | [H/M/L] | [H/M/L] |
| Professional services | $[X]M | [H/M/L] | [H/M/L] |
| **Subtotal** | $[X]M | | |

## Prioritization Matrix

### Quick Wins (High Impact, Low Effort)
| # | Opportunity | Savings | Timeline |
|---|-------------|---------|----------|
| 1 | [Opportunity] | $[X]M | [Months] |

### Major Projects (High Impact, High Effort)
| # | Opportunity | Savings | Timeline |
|---|-------------|---------|----------|
| 1 | [Opportunity] | $[X]M | [Months] |

### Easy Wins (Low Impact, Low Effort)
| # | Opportunity | Savings | Timeline |
|---|-------------|---------|----------|
| 1 | [Opportunity] | $[X]M | [Months] |

### Reconsider (Low Impact, High Effort)
[List opportunities to defer or eliminate]

## Implementation Plan

### Phased Approach

| Phase | Focus | Savings | Timeline |
|-------|-------|---------|----------|
| 1: Quick Wins | [Focus areas] | $[X]M | Months 1-3 |
| 2: Core Program | [Focus areas] | $[X]M | Months 4-12 |
| 3: Transformation | [Focus areas] | $[X]M | Months 13-24 |

### Investment Requirements
| Category | Amount | Purpose |
|----------|--------|---------|
| Technology | $[X]M | Automation, migration |
| Severance | $[X]M | Workforce transition |
| Consulting | $[X]M | Implementation support |
| **Total** | $[X]M | |

### Savings Timeline
| Quarter | Run Rate Savings | Cumulative |
|---------|------------------|------------|
| Q1 | $[X]M | $[X]M |
| Q2 | $[X]M | $[X]M |
| Q3 | $[X]M | $[X]M |
| Q4 | $[X]M | $[X]M |

## Governance

### Program Structure
| Role | Responsibility | Name |
|------|----------------|------|
| Executive Sponsor | Oversight, decisions | [Name] |
| Program Lead | Day-to-day management | [Name] |
| Workstream Leads | Category delivery | [Names] |

### Tracking & Reporting
| Report | Frequency | Audience |
|--------|-----------|----------|
| Savings Tracker | Weekly | Program team |
| Executive Dashboard | Monthly | Leadership |
| Board Update | Quarterly | Board |

## Risk Management

| Risk | Probability | Impact | Mitigation |
|------|-------------|--------|------------|
| Employee morale | [H/M/L] | [H/M/L] | [Action] |
| Service disruption | [H/M/L] | [H/M/L] | [Action] |
| Implementation delays | [H/M/L] | [H/M/L] | [Action] |

## Appendices
### A. Detailed Opportunity Calculations
### B. Benchmarking Data
### C. Implementation Workplans

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Service Line Integration

Fee Modifier

STR Base Modifier: 1.10 (applied to standard rates)

Typical Engagement Phases

Phase	Duration	Deliverables
Discovery	2-3 weeks	Current state, data gathering
Analysis	3-4 weeks	Assessment, modeling, options
Recommendations	2-3 weeks	Strategy, implementation plan
Implementation Support	Variable	Execution support

Cross-Skill Workflows

Strategic Transformation:
/str-market → /str-competitive → /str-planning →
/str-org-design → /str-ops-assess → Implementation

M&A Advisory:
/str-competitive → /str-ma-dd → /str-financial-model →
Negotiation → /esi-assess → Integration

Cost Transformation:
/str-ops-assess → /str-cost-opt → /str-org-design →
/aai-assess → Implementation

Market Entry:
/str-market → /str-competitive → /str-financial-model →
/str-planning → Go-to-market execution

Integration with Other Service Lines

Service Line	Integration Point
DIG	Digital strategy component
AAI	Automation in operations
COE	Performance dashboards
ESI	System integration in M&A
ISO	Quality management in operations

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Templates & Artifacts

All STR deliverables should use standard CPS branding via:

• /doc-gen for document generation
• assets/cps-branding.json for styling
• scripts/cps-document-generator.js for automation

Standard Artifacts by Skill

Skill	Primary Artifact	Format
/str-market	Market Analysis Report	DOCX/PDF
/str-competitive	Competitive Intelligence Report	DOCX/PDF
/str-financial-model	Financial Model + Documentation	XLSX/DOCX
/str-ops-assess	Operations Assessment	DOCX/PDF
/str-org-design	Org Design Document	DOCX/PPTX
/str-ma-dd	Due Diligence Report	DOCX/PDF
/str-planning	Strategic Plan	DOCX/PPTX
/str-cost-opt	Cost Optimization Report	DOCX/PDF