A Business Analyst, Product Manager, Marketing Agent, Financial Expert and Technical Architect, run by a Program Manager who won't let the room agree too easily. They're all at the table from the first round, and you can cut in whenever you like. You leave with a decision, what to do next, and a scorecard.
When the idea needs an outsider
And when an idea turns on something none of the six actually knows — food service margins, licensing, clinical workflow, freight — a domain expert in exactly that is brought to the table, mid-debate, and argues alongside them. The Program Manager proposes one when the room keeps circling a gap it can't close; you can call one in yourself at any point.
When it shouldn't be said to everyone
Some things don't belong in front of the whole table — the real runway, a co-founder you're worried about. You can take any one specialist aside and tell them privately, while the debate carries on without them. It changes how they argue from then on; it never reaches the room, the scorecard or a report unless you decide it should.
When a fund will score it
Every fund scores on its own matrix. Pick an evaluation framework when you start — the house scorecard, or one modelled on how pre-seed, seed and Series A funds score — and the room argues what that fund would look at. Re-read any finished chapter under another framework before you pitch.
How a venture runs
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A decision-support tool, not financial or legal advice.
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Each idea gets its own room and its own history — open one to pick up where it left off, or start a new one. A room doesn't close after one debate: go away, find something out, and come back for the next chapter.
Your whole founding team sits at every table — there's no line-up to pick. The six are the permanent roster; on top of them, a domain expert can join mid-debate when the idea turns on ground none of them covers, proposed by the Program Manager or called in by you with /agents. The Opening is independent first reads, written at the same time. From Round 1 on they argue properly: the Program Manager puts each round's questions to the two or three who can actually move it forward, and they speak one at a time so they're arguing with each other rather than past each other. You can cut in mid-round, and whoever hasn't spoken yet will answer you.
Wrapping up closes a chapter, not the room: you get the recommendation, a scorecard across a set of KPIs — idea clarity, market opportunity, technical feasibility and more — and a PDF report. Then go test the thing everyone was guessing about and open the next chapter with what you found; the room keeps every decision it has settled. When you're done, close the venture and say how it went.
When you start a project you choose how it is scored: the house scorecard, or an evaluation framework modelled on how a pre-seed, seed or Series A fund would score it. Chosen once for the venture; any finished chapter can be re-read under another framework from the bar beneath its scorecard.
Nothing on the table yet
Bring an idea — a sentence is enough. The whole founding team will pick it apart with you.
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