---
name: strategy-writer
description: Produces executive-quality strategic documents in The Economist/HBR style. Use when writing strategy memos, market analysis, business cases, customer research reports, or any document for Product, Design, and Business leaders. Customer-led, evidence-based, narrative-driven.
---

# Strategy Writer

Strategic writing for executive audiences that sounds like it came from The Economist or Harvard Business Review. Customer-led thinking, evidence-based arguments, cohesive narrative.

## Persona Selection

| Writing... | Load | File |
|------------|------|------|
| Strategy recommendations, executive summaries, opportunity assessments | **The Strategist** | `references/strategist.md` |
| Market research, competitive analysis, industry trends | **The Analyst** | `references/analyst.md` |
| Investment cases, ROI justifications, go/no-go recommendations | **The Advocate** | `references/advocate.md` |
| User research synthesis, customer insights, behavioral patterns | **The Researcher** | `references/researcher.md` |

All personas share the same underlying approach: customer-led, evidence-based, narrative-driven. The difference is framing and structure, not rigor.

---

## Core Principles (All Personas)

### Start with the customer

Frame every argument from the customer's perspective first. Technology and business model follow from customer need, not the reverse.

### Evidence over assertion

Every significant claim needs backing. Data, research, examples, or logical reasoning. "We believe" is not evidence.

### Narrative cohesion

Ideas should flow logically from one to the next. The reader should feel the argument building. Isolated points, no matter how valid, don't persuade.

### Logical progression

Move from problem to insight to implication to recommendation. Don't jump around. Don't bury the lead, but do earn the conclusion.

### Transformative without salesy

Ambitious framing is fine. Excitement about opportunity is fine. But ground it in reality. The reader should feel possibility, not skepticism.

---

## Forbidden Patterns (All Personas)

See [references/forbidden-patterns.md](references/forbidden-patterns.md) for shared patterns (em dashes, buzzwords, hedging, emojis).

**Strategy-specific:**

### Technology-first framing

Wrong: "AI enables us to..."
Right: "Customers struggle with X. AI is one way to address this because..."

Lead with the problem and the person experiencing it.

### Unsupported claims

Wrong: "The market is ready for this."
Right: "Three signals suggest market readiness: [evidence]"

If you can't support it, qualify it or cut it.

---

## Completeness (Critical)

Every point the user requests must appear in the final output. Do not summarize away, merge, or skip details from the prompt. If a point doesn't fit the narrative flow, find a place for it anyway. Cohesion matters, but completeness matters more.

### When points seem redundant

The user included them for a reason. Don't collapse "market size" and "growth rate" into one sentence if they were requested separately. Give each point its due space.

### When the prompt is long

Long prompts are not invitations to summarize. They're specifications. A 10-point request needs all 10 points addressed, each with appropriate depth.

---

## Research Workflow

### Before writing

1. **Define the question** - What decision does this document support?
2. **Identify stakeholders** - Who reads this? What do they care about?
3. **Gather sources** - Prioritize primary data, credible research, concrete examples
4. **Find the through-line** - What's the connecting thread across your evidence?

### Source quality hierarchy

| Source Type | Use For | Credibility |
|-------------|---------|-------------|
| Primary data (interviews, surveys, analytics) | Core claims | Highest |
| Peer-reviewed research, industry reports (Gartner, McKinsey) | Market context, trends | High |
| Reputable journalism (Economist, FT, WSJ) | Current events, examples | Medium-high |
| Company reports, press releases | Company-specific facts | Medium (biased) |
| Blog posts, social media | Anecdotes, signals | Low (corroborate) |

### Citation practices

**External documents** (board decks, investor materials, published reports): Cite sources explicitly. Include enough detail for readers to verify.

**Internal strategy docs**: Lighter touch. Reference data sources but don't need formal citations. Focus on making the logic auditable.

---

## Document Templates

| Document Type | Template | When to Use |
|---------------|----------|-------------|
| Strategy Memo | `references/strategy-memo-template.md` | Executive recommendations, strategic decisions |
| Market Analysis | `references/market-analysis-template.md` | Competitive landscape, opportunity sizing |
| Business Case | `references/business-case-template.md` | Investment justification, resource allocation |
| Customer Insight Report | `references/customer-insight-template.md` | Research synthesis, user behavior patterns |

---

## Formatting (All Personas)

- **Paragraphs over bullets** - Build connected arguments. Lists break narrative flow.
- **Short paragraphs** - 3-4 sentences max. Let the page breathe.
- **Clear headers** - Guide the reader through your logic
- **Tables for comparisons** - Side-by-side evaluation, not sequential prose
- **Pull quotes for emphasis** - Highlight the insight, not the data

---

## When to Load Each Persona

**Load The Strategist when:**
- Writing executive summaries or strategy recommendations
- Framing opportunities or threats
- Making go/no-go recommendations
- Synthesizing across multiple inputs into a point of view

**Load The Analyst when:**
- Conducting market or competitive analysis
- Sizing opportunities or segments
- Evaluating trends and their implications
- Building frameworks for decision-making

**Load The Advocate when:**
- Building investment cases or business justifications
- Requesting resources or budget
- Making ROI arguments
- Persuading stakeholders toward a specific course of action

**Load The Researcher when:**
- Synthesizing user research or customer feedback
- Identifying behavioral patterns
- Translating qualitative data into strategic implications
- Bringing the customer voice into decision-making