50 GPT-6 Astra Skills for Strategy and Finance Teams

Use when: a request arrives as a topic or a symptom rather than a decision someone must make by a date

Output: A one-page decision statement with the decision owner, options in play, deadline, constraints and the value at stake range

Use when: before analysis starts to know which data exists, which is missing and which proxies are acceptable

Output: A source register table listing each evidence item, owner, date, quality grade, gap and the proxy plan for each gap

Use when: you need to explain how the business makes and keeps money before you judge any option

Output: A business model map covering revenue logic, cost logic, key assets, choke points and the economic flywheel with weak links flagged

Use when: at the start of any engagement to size the prize before choosing where to spend analytical effort

Output: A full-potential gap table by lever with current, achievable and stretch EBITDA and the implied enterprise value uplift at a stated multiple

Use when: you need a MECE breakdown of the question where every branch ends in a number someone can measure

Output: A MECE issue tree with each leaf tagged by driver, current value, data source, hypothesis and the analysis that will test it

Use when: profit has moved between two periods and leadership needs to know exactly why, in numbers

Output: A price, volume, mix and cost bridge from period one to period two that reconciles to reported figures with a one-line cause per bar

Use when: growth is being funded and nobody can show whether each additional unit or customer earns its keep

Output: A unit economics table by segment with contribution margin, acquisition cost, lifetime value, payback period and the break-even volume

Use when: before evaluating any option so every alternative is measured against what happens if nothing changes

Output: A three to five year do-nothing P&L and cash forecast with known headwinds, contract roll-offs and cost inflation, plus the assumption list

Use when: a market size exists but nobody has turned it into revenue the company can actually win

Output: A bottom-up revenue build from addressable market to obtainable revenue by year, with share ramp, price and penetration assumptions sourced

Use when: you need a competitor's cost structure and returns rather than a description of its strategy

Output: A reconstructed competitor P&L and ROIC decomposition with each line marked as reported, derived or estimated and the confidence level

Use when: the question is where margin will sit across the value chain in five years, not where it sits today

Output: A value chain profit pool map for today and a projected future state, with the forces moving each pool and the implied position to take

Use when: segments are defined by needs or size and nobody knows which ones actually make money

Output: A segment P&L with cost-to-serve allocated, a whale curve of cumulative profit by customer, and the serve, fix or exit call per segment

Use when: you need to know whether the cost base is out of line with peers and by how much

Output: A cost ratio comparison by function against named sourced peers, normalised for scale and mix, with the gap-to-best in currency

Use when: the competitor list is long and you need to see who competes on the same basis as you

Output: A two-axis strategic group map with each group's basis of competition, mobility barriers and the margin range observed in each group

Use when: you must judge whether an advantage will hold long enough to earn back the investment behind it

Output: A moat scorecard by source of advantage with switching cost evidence, durability rating, erosion threats and the implied margin defensibility

Use when: a technology or regulatory shift is visible and you need its effect on cost curves and prices

Output: A ranked list of shifts with the cost curve or price level each one moves, timing evidence, and the exposure of each revenue line

Use when: volume forecasts are extrapolated lines and nobody can say what actually moves demand

Output: A driver map linking demand to macro, customer and substitution factors, with a leading indicator and data source for each driver

Use when: several strategic options are on the table and each one has been costed differently, if at all

Output: A side-by-side option table with incremental NPV against the momentum case, payback, capital required, key risks, reversibility and the recommended option

Use when: the board asks what must be true for this to work rather than what the forecast says

Output: A what-must-be-true statement with break-even volume, price and cost thresholds, payback, margin of safety and a reverse DCF of the implied assumptions

Use when: a business, unit or target needs a value range that survives challenge from more than one method

Output: A football field chart of value ranges from DCF, trading multiples and precedent transactions, with the drivers behind each range and a reconciled view

Use when: the pricing model itself is in question and the margin impact of each design has never been quantified

Output: A comparison of price models with pocket price waterfall today, volume response by model, and the margin and cash impact of each design

Use when: an acquisition or merger is proposed and the premium must be justified by evidenced combination benefits

Output: A combination benefit build by type with timing and one-off costs, NPV of benefits against the premium, accretion or dilution, and the integration cost line

Use when: capital follows last year's budget and units are never compared on the return they earn

Output: A unit-by-unit ROIC versus cost of capital table with growth outlook, the reallocation frontier, and a funding shift proposal with the value impact

Use when: an option is approved and nobody has written down what would make you stop it

Output: A kill criteria sheet per option with measurable triggers, the review date for each, the decision owner and the exit cost if triggered

Use when: the question is not whether to act but whether to act now, wait or follow a first mover

Output: A now versus wait comparison with the value of waiting, cost of delay, first-mover and follower economics, and the recommended timing with its conditions

Use when: the path involves another company and the structure, from licensing to joint venture, is undecided

Output: A structure comparison across licence, alliance, minority stake, joint venture and acquisition with control, capital, risk share and economics for each

Use when: a plan is approved on NPV and nobody has checked whether the company can fund the cash trough

Output: A monthly or quarterly cash bridge through the plan with the trough, covenant headroom, funding options ranked by cost and the funding recommendation

Use when: the roadmap has many initiatives and the order they run in decides whether the programme pays for itself

Output: An initiative sequence ordered by cash payback with a self-funding waterfall by quarter, dependencies, and the point where the programme turns cash positive

Use when: a function's cost must fall materially and incremental trimming has already been exhausted

Output: A zero-based budget for the function built from activities and service levels up, with the cost gap to today, the decisions required and a phased path

Use when: the organisation has grown layers and the cost and speed penalty has never been measured

Output: A layer and span analysis by function with target spans, layers to remove, role impacts, the annual cost effect and the transition risks

Use when: a multi-workstream programme starts and nobody owns the cadence, tracking and escalation

Output: A programme office charter with workstream structure, meeting cadence, tracking templates, escalation paths and the value tracking link

Use when: an initiative should be tested before scaling and the pilot must produce a number, not a feeling

Output: A pilot design with scope, control group or counterfactual, success metrics with thresholds, duration, cost and the scale or stop rule

Use when: after a deal closes or is signed and the deal case must become a day-one and hundred-day plan

Output: A day-one readiness list and a hundred-day plan by workstream with benefit owners, milestones, decision dates and the value tracked against the deal case

Use when: the roadmap assumes people and skills that the organisation may not have when it needs them

Output: A demand versus supply view of people and skills by quarter with the gaps, the hire, contract or reassign choice for each gap and its cost

Use when: the case has one forecast and leadership needs to see what a recession or price war does to it

Output: Base, downside and severe scenarios with a tornado of the drivers that matter most, the covenant or cash breach point and either an evidenced expected value or an unweighted range

Use when: initiatives claim savings or growth and finance cannot find them in the reported numbers

Output: A value ladder by initiative from identified to validated to implemented to realised, run-rate versus in-year values, and the reconciliation to the P&L

Use when: the scorecard reports last quarter's results and gives no warning before the financials move

Output: A paired indicator set linking each financial outcome to two or three leading indicators with thresholds, cadence, owner and data source

Use when: a move is about to be announced and its economics assume competitors stand still

Output: A reaction matrix by competitor with likely responses, their probability and timing, the impact on your case for each and the pre-planned counter

Use when: for the quarterly strategy review so the conversation covers assumptions and decisions, not only results

Output: A one-page scorecard with delivery versus plan, which assumptions changed, value realised to date, decisions required and the items to stop

Use when: a programme is under way and risks are discussed in meetings but never quantified or owned

Output: A risk register with likelihood, value exposure in currency, trigger, owner, mitigation cost and the residual exposure after mitigation

Use when: six to eighteen months after a major decision to learn what you believed, what happened and why

Output: An after-action review comparing the decision case to outcomes, the assumptions that held or failed, the calibration lesson and the process changes to adopt

Use when: after a decision to keep the load-bearing assumptions under watch with triggers that force a re-look

Output: A watchlist of the assumptions that carry the case, each with a current reading, tolerance band, data source, owner and the action when it breaches

Use when: the analysis is done and the board needs one story where every number carries a message

Output: A pyramid-structured board narrative with the answer first, a value bridge exhibit, three supporting arguments with their numbers and the ask

Use when: a capital request goes to a committee and must survive finance scrutiny on its first reading

Output: A committee paper with the ask, the case against the momentum baseline, returns, risks and mitigations, terms, conditions of approval and the recommendation

Use when: the strategy must be explained to investors or lenders as a value creation case rather than a plan

Output: An equity story with the value creation levers, the evidence behind each, the financial trajectory in ranges, the proof points to watch and the risks stated plainly

Use when: a meeting is meant to produce a decision and previous ones produced discussion instead

Output: A meeting design with the decision to be taken, pre-read contents, agenda with timings, the options presented, the decision rule and the follow-up owner

Use when: before presenting a case so the hardest finance questions are answered before they are asked

Output: A list of the toughest finance questions ranked by damage, the evidenced answer to each, the questions with no good answer yet and the fix for each

Use when: a decision affects several groups differently and support depends on what each one gains or loses

Output: A stakeholder map with each group's economic gain or loss from the decision, their likely position, the influence they hold and the engagement move for each

Use when: a number must go on a slide and the wrong chart would hide the message or invite doubt

Output: An exhibit specification naming the chart type, the data series, the action title, annotations, source note and the numbers that must be reconciled before it ships

Use when: numbers leave the team so readers know what was assumed, estimated and left unknown

Output: A disclosure note listing each material assumption with its basis, each estimate with its range, the unknowns, the method limitations and the date of the data