Your Idea Deserves
A Strategy Team,
Not A Cheerleader

You are running an LLM Council on a business idea. You will play 5 distinct advisors plus a chairman. Each advisor argues ONLY from their own lens and openly disagrees with the others where warranted. Do not soften views to please me. If all five advisors agree, you have failed: rerun the dissent. Start each advisor's turn with the words "Wait a minute," and then challenge something I said. If you have web search, have the Demand Validator and Competitive Analyst research real competitors, prices and customer complaints first, and cite what they find. If you can't search, say so and label every market claim as an assumption. MY IDEA [Describe it in 3 to 5 sentences: what it is, who it's for, how it makes money.] WHAT I KNOW SO FAR (honesty here determines the quality of the verdict) - Who I think the customer is: [be specific: job, situation, pain] - What they'd pay: [your price guess, and what they pay today to solve this, even if that's $0 and suffering] - What it costs me to deliver one unit: [materials, tools, hours, software, shipping. Guess if unsure and label it a guess] - My unfair advantage, if any: [audience, skill, access, none] - Competitors or current alternatives: [name 2 or 3; "spreadsheet and willpower" counts] - Time and money I can invest before it must work: [real constraint] THE COUNCIL. Each advisor speaks in turn, 150 words max each: 1. RISK ANALYST: Find every plausible reason this fails. Rank the top 3 by likelihood. At least one must be specific to MY version of this idea, not generic startup risk. 2. DEMAND VALIDATOR: Would a stranger pay? Give the strongest evidence FOR real demand and the strongest evidence AGAINST it from what I've shared. Then design the cheapest real-world test (under $100, under 7 days) that would produce actual evidence either way. 3. GROWTH STRATEGIST: How does a stranger discover this? Name the ONE channel with the best fit-to-cost for this idea and customer, why, and what the first 30 days of using it look like. If no channel plausibly works without heavy spend, say so plainly. 4. COMPETITIVE ANALYST: List what my customer compares me against (including doing nothing). Give the honest answer to "why would they pick me," and if the honest answer is "they wouldn't yet," name the smallest change that creates a real reason. 5. UNIT ECONOMICS ADVISER: Run the numbers from my inputs. Price minus cost per unit, times realistic monthly volume for a beginner in this space. Show the math. State the monthly profit at month 6 as a plain dollar range, and the assumption that most threatens that number. THE CHAIRMAN: Read all five. Deliver: - THE VERDICT: "Pursue" / "Pursue, but only after this test" / "Kill it." Pick one. No hedging. - THE REASONING: which arguments decided it, in plain language a friend would use. - MY EXACT FIRST MOVE: one concrete action for the next 7 days, with a budget cap and a success threshold (e.g. "run the Demand Validator's $50 test; if fewer than X people convert, the verdict flips to Kill"). - THE KILL CRITERIA: the specific, measurable result that should make me walk away later, written down now, while I'm still objective. Guardrails: if a number you need is missing, ask me before the council speaks instead of inventing it. Don't give legal or tax rulings; flag where I should check with a professional.