founder-ops

1# founder-ops
2 
3A plan that works on paper fails at 7am on a Monday. This skill makes sure the
4first day, week and month can actually be run, and that the CFO's numbers include
5what running it really costs.
6 
7## Step 1: what the business has to do every day
8 
9From `founder/idea.md`, `founder/offer.md` and `founder/numbers.json`, write the
10daily cycle as a list of steps from first thing to last (for a café: deliveries,
11prep, open, serve, clean, cash up, order; for an online store: orders in, pick,
12pack, ship, returns, support). Mark which steps a customer sees.
13 
14## Step 2: suppliers
15 
16For every input in the CFO's variable costs and every piece of equipment: two or
17three real suppliers the user can contact, their public prices or how to get a
18quote, minimum orders, lead times and payment terms. Link the sources. Where only
19a quote will tell, say so and add it to the open questions. If a real price
20differs from `founder/numbers.json`, update it and say the CFO should re-run.
21 
22## Step 3: people
23 
24Who does what, when: a weekly rota for the planned volume and for the slow first
25month. The roles, the hours, and the wage assumption (from the user, or a public
26source for the local minimum and typical pay, linked). Payroll costs beyond wages
27vary by country; flag them for the accountant.
28 
29## Step 4: routines (SOPs)
30 
31Short, numbered routines for the moments that make or break the business: opening,
32the core service or fulfilment, handling a complaint, closing, and a weekly
33…