Growth, hiring and burn are discussed in weekly meetings, but nobody sees how one decision changes runway. Founders see growth, delivery, hiring and cash in one brief, and every hiring or spend decision comes with its runway impact.
Pipeline & MarketingProduct DeliveryHiring & RetentionCash & RunwayAccount Health
A worked example for a typical Malaysian Series A / B B2B SaaS, 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 Series A / B B2B SaaS in Malaysia. Profile: A Malaysian Series A/B B2B SaaS startup — ~60 staff, ~RM 15M ARR, selling across Southeast Asia with a product team, a sales team and a lean finance function.
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: Growing fast vs. Lasting long; Shipping features vs. Fixing foundations; Hiring ahead vs. Burn rate; New customers vs. Keeping them; Sharp focus vs. New openings.
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 Series A / B B2B SaaS: Pipeline, Shipping, Hiring, Cash, Account Health.
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:
- Pipeline: pipeline by source, CAC and payback, campaign performance
- Shipping: sprint health, bug trends, roadmap vs. customer asks
- Hiring: open roles, offer acceptance, attrition risk, onboarding
- Cash: burn, runway months, collections, scenario forecasts
- Account Health: usage health, churn risk, expansion signals, concentration
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: CRM and marketing tools; Issue tracker and CI; HRIS and ATS; Accounting and banking feeds; Product usage analytics.
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: PDPA 2010 and equivalent regional data-protection rules, customer contract terms, and investor reporting covenants.
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 Founding Team, 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: Pause the two paid channels with CAC payback beyond 18 months / Escalate the three enterprise accounts with falling weekly usage / Delay the senior-engineer hire by a month: runway is under 16 months.
Stage 5 of 6
Build and automate it
Turn the design into a working automation for our Series A / B B2B SaaS.
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 Series A / B B2B SaaS 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.
