Sales take-up, cash and construction progress are reported monthly, so launch and financing decisions use stale numbers. Management sees sales pace, cash headroom and site delays side by side, and times launches and handovers accordingly.
A worked example for a typical Malaysian Property Developer, not a description of any real company. Go through the six stages in order: paste each prompt into Claude, check the answer against how your business really works, then continue. Change the profile at the start to match yours.
Stage 1 of 6
Map how the operation really runs
Act as an operations consultant. I run a Property Developer in Malaysia. Profile: A Malaysian property developer — 10 active projects across landed, high-rise and a township, ~RM 2B GDV, a sales gallery network and in-house construction oversight.
Interview me, one question at a time, to map how decisions actually get made today. Cover: the recurring meetings and reports, who decides what, which numbers people trust, and where decisions are late or made on gut feel.
Known friction: Higher price vs. Faster sales; Growth vs. Cash on hand; Finish early vs. Finish right; Keys on time vs. Zero defects; New launches vs. Unsold units.
After 8 to 10 questions, summarise the five decisions that cost us the most when made late, in a table: decision, current owner, current delay, cost of delay.
Stage 2 of 6
Design the specialist agents
Using the decision map above, design 5 specialist AI agents for our Property Developer: Launch Timing, Project Cash, Build Progress, Defects, Land Bank.
For each agent give: the one question it answers every day, the data it reads, what it may recommend, what it must never do alone, and the format of its output.
Starting points for what each should watch:
- Launch Timing: booking and take-up rates, pricing vs. comparables, launch timing
- Project Cash: cash by project, progress billing, financing covenants
- Build Progress: contractor progress, delay risk, quality inspections
- Defects: defect backlog, vacant possession dates, JMB/MC transition
- Land Bank: land bank, phasing, unsold inventory, cross-project cash
Keep every agent narrow. If an agent covers two jobs, split it.
Stage 3 of 6
Wire up data and compliance
For the agents above, list the data feeds needed. Likely systems: Sales and booking system; Project cost and financial models; Contractor progress reports; Defect and handover tracking.
Output a table per agent: field, source, how often it refreshes, data-quality risk, and what the agent should do if the feed is stale or missing. Mark every personal-data field and say how to minimise it.
Rules we operate under: Housing Development (Control and Licensing) Act, housing development account rules, strata laws, and PDPA 2010 for buyer data.
End with a short list of actions that always need human sign-off.
Stage 4 of 6
Design the morning brief
Design the single daily brief that pulls the 5 agents together for the Group MD, ready before the first meeting of the day.
Specify how the brief merges overlapping or conflicting recommendations, how it ranks items (impact, urgency, reversibility, confidence), and the exact fields per item: what to decide, recommended action, evidence, owner, deadline, and the cost of doing nothing.
Then write a realistic sample brief of five items. Items might resemble: Hold the Phase 3 launch by six weeks: Phase 2 take-up is below plan / Chase the contractor on Tower B — progress is 3 weeks behind the VP date / Release the retention only after the defect re-inspection passes.
Stage 5 of 6
Build and automate it
Turn the design into a working automation for our Property Developer.
Needs: a scheduled daily run; the 5 agents run in parallel and each saves structured JSON; a final step reads them all and sends the brief by email or chat; every run is logged with inputs, outputs and cost.
Propose the build with Claude plus a workflow tool (for example n8n or the Claude Agent SDK). Give the steps in order, what happens when a data feed fails, and a human-approval step before anything that spends money or makes a customer commitment.
Stage 6 of 6
Roll out and measure
Write a rollout plan for the Property Developer agent team that starts small and earns trust.
Stage 1: one agent, advisory only, run alongside the current process. Stage 2: add the other agents. Stage 3: switch on the daily brief. Stage 4: let agents prepare low-risk actions for approval.
For each stage give duration, owners, what "ready to move on" means, and the metrics to track: time to decision, how often recommendations are accepted, hours saved, and errors caught. Close with the three biggest risks and how we contain them.
