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I sell branded merchandise, and I want to go deeper in [niche] in [geography]. Here is what our team does well: [capabilities]. Help me find up to 15 companies with a relevant opening, such as an acquisition, new location, event, product launch or employee initiative. Use current public sources and give me the source and date for each fact. For each company, explain why we might be useful, which department to investigate and what I still need to learn. Separate the actual event from your suggested merch opportunity. If you can't verify 15, give me fewer. Don't make the list look complete by making things up.

I'm going after [company] for [occasion]. Help me work out who might own this project. Use [company sources] and [permitted contact list]. Consider the events, marketing, loyalty, HR or purchasing team based on the actual need. Show confirmed names and roles separately from roles we still need to find. If my contacts suggest a possible introduction, tell me what to verify before asking. Don't assume a LinkedIn connection means a close relationship. Don't guess email addresses. Give me a short introduction request that explains why the conversation could be useful to the person receiving it.

Help me write a first email to [person and role] at [company]. Here is what caught my attention: [verified fact]. Here is how our team could help: [supported capability or relevant work]. Keep it under 100 words. Start with their business and ask one useful question about how they handle this need. Make it sound like someone who would be good to work with. Use [writing samples] for my tone. Give me two subject lines and one email. Don't add compliments I haven't earned the right to give, client names I didn't supply or a fake relationship. I want to start a conversation.

Here is my outreach history with [prospect], including what they actually said: [history]. Today is [date]. Help me decide the next useful contact. If they gave us a planning date, work around it. If they haven't replied, suggest a relevant reason to return and when to pause this sequence. Respect a request to stop. Draft the next message in my tone, then outline two possible follow-ups that depend on what happens next. Use a real resource or idea we can provide. Don't send three versions of 'just checking in.' Mark any sample or information I need to prepare before I make the offer.

I'm meeting [company] on [date] with [attendees and known roles]. Here are the meeting purpose, earlier conversations and company sources: [materials]. Give me a one-page brief I can read before I walk in. Explain the brand, its customers, relevant initiatives and what we already know about this project. Cite current business facts and dates. Identify possible goals or KPIs as questions to confirm, not facts about the buyer. Suggest five questions worth asking and samples from [our actual work] that could make the conversation useful. Include one adjacent capability to bring in case the meeting goes somewhere unexpected.

I'm preparing to meet [client], whose competitors include [brands]. Using [public sources], compare how these brands show up through merchandise, gifts with purchase, influencer mailers, stores and events where evidence is available. Include sources and dates. Show what is distinctive about each brand's audience, design and product choices. Tell me what we cannot establish from public information. Suggest three questions for my client and two directions worth exploring for their own identity. Don't copy another brand's concept or claim a campaign performed well without results. I want to understand where the client could do something that makes sense for them.

The buyer works with [supplier]. Compare [our approved capabilities] with [their public materials] and [what the buyer has actually told us]. Focus on the needs in this brief: [brief]. Show what each company can substantiate, what is only a marketing claim and what remains unknown. Look at relevant creative work, service, sourcing, stores and fulfillment. Don't treat something missing from a website as a missing capability. Identify where we may have a useful role and the evidence we need to support that. Give me four respectful questions about what the buyer would like to improve. Don't invent a problem with their current supplier.

Let's practice a discovery call. Play a fictional buyer who starts by saying, '[request].' Create a realistic situation, but don't tell me the full brief yet. Answer my questions one at a time. Give me a chance to learn why you want merch, who receives it, what worked before, your goals, budget, timing and decision process. If I jump straight to products, behave like a buyer who still wants to be understood. After I play the brief back and ask for a next step, stop. Tell me what I learned, what I assumed and which question I should have asked. Don't give me the answers before I try.

Turn [meeting notes] into a working merch brief. Capture the audience, purpose, desired result, quantity, budget and what it includes, in-hands date, destinations, product preferences, approvers and next steps. Tie important details to the note or speaker that supports them. Separate confirmed decisions, preferences and unanswered questions. 'We may have 200 guests' is not an order for 200 units. Flag contradictions instead of choosing whichever answer is easier. Finish with a short recap in my tone that I can send to the client, with owners and dates only where agreed. Ask the most important missing question first.

Here is the client brief: [brief]. Develop three product directions that fit the audience and goal, including the requested category and one adjacent option if there is a good reason. Explain each recommendation. Consider decoration, labels, packaging and how the recipient will use or carry it. Mark everything that still needs supplier confirmation. Don't invent products, prices, inventory or lead times. Then draft a supplier inquiry with quantity, budget scope, artwork needs and the in-hands date. Ask what they would show that we may have missed, including options their website doesn't show. Ask what custom work is feasible before recommending it.

Use [brief], [verified product options and quotes] and [brand guidelines] to plan a concise client deck. Lead with the audience and goal, then make a recommendation. For each option, explain why it belongs, what the branding could look like, quantity, complete quoted scope, the next price break and the change in total spend. Show confirmed lead times, the approval deadline and anything still estimated. Include notes the buyer can use with their boss. Label concept images as concepts, not production proofs. Leave missing information visible. Finish with questions about samples, what resonates and what may have changed since our last conversation.

Review [quote] against [brief]. Recalculate extensions and totals, showing the arithmetic. Check decoration, setup, packaging, assembly, freight and the stated tax treatment. Use only supplied rates and assumptions. Flag costs that are missing or unclear, especially when the budget must cover everything. For each quantity break, show both the unit price and the change in total spend. Check quote validity, exclusions and changes that would require approval. If I include permitted internal costs, calculate gross profit and margin separately from the client quote and keep them internal. Finish with the questions I need answered before this is ready to send.

Help me decide whether to pursue [RFI or RFP]. Use the full bid package, addenda, [approved capabilities] and [buyer context]. First list the files and sections you could read and anything missing or unreadable. Identify mandatory qualifications, deadlines, commercial obligations and permitted ways to ask questions or meet. Cite the document and page or section for each requirement. Compare it with evidence of what our team can deliver. Assess whether there is a relationship or a permitted chance to build one, a reason to choose us and a workable use of team time. Recommend pursue, clarify or pass, with reasons and the facts that could change the recommendation.

Check [our draft response] against [the complete RFP package], including addenda, pricing schedules and attachments. List what you could read and what you could not. Build a table with one row for every requirement: exact question, source location, our answer location, supporting evidence, status and needed correction. Use answered, partial, missing, contradictory or cannot verify. Check submission instructions, required forms and answers that disagree with pricing or service commitments elsewhere. Flag unsupported claims about facilities, certifications, capacity, clients or response times. Prioritize corrections that could make the bid noncompliant. Don't call the review complete if any required file or section is missing or unreadable.

Read [our response] from the buyer's perspective, using [their brief and evaluation criteria]. Tell me where we answer the question clearly and where we make the buyer work too hard. Flag generic claims, weak product-to-brand fit and statements that need proof. Don't assume we deserve to win. Pick the five changes that would most improve the response. For each, show the current passage, what is missing and a tighter version using only [approved evidence]. If the evidence doesn't exist, name what we need instead of writing around the gap. Use published scoring weights only if provided, and don't invent a probability of winning.

Play the buyer in a practice conversation about [proposal]. Start with, 'Your price is higher.' Use [scenario or permitted comparison]. Don't reveal all the details until I ask. Let me work out whether the issue is a fixed budget, different scope or something else. Respond naturally and ask follow-up questions. Don't make the buyer agree just because I gave a confident answer. When I say 'review,' tell me whether I clarified the comparison, explained value with evidence and agreed on a useful next step. Point out any concession or promise beyond [my authority]. Then let me try the difficult part again.

My contact likes [option] but needs [known approvals]. Using [brief and quote], write a short recommendation they can forward internally. Explain the purpose, audience fit, total and what's included, timing conditions and the exact decision being requested. Distinguish agreeing on the product direction from authorizing the expense and releasing production. List open questions and who needs to answer them, using confirmed roles only. Make the note easy for my contact to present in their own meeting. Don't imply artwork, budget, inventory or delivery is approved when it isn't. End with one clear next step.

Here is the latest on [order]: [dated update and source]. Help me write a proactive client update in my tone. Say what we know, what we are checking and when I will update them next, using a time I can commit to: [time]. If everything is on track, share the confirmed progress. If there is a problem, explain its impact and the options our team has actually verified. Put unverified recovery ideas in separate internal notes with the person who needs to check them. Don't invent a tracking scan, blame a supplier without facts or promise a delivery date we haven't confirmed. Draft the message for my review.

Review [account history and client feedback]. Suggest three relevant next conversations based on what we learned, including a possible introduction to another department if there is a good reason. Separate the client's stated plans from ideas we still need to ask about. Check the buying date as well as the event date. Consider whether recurring orders suggest a store conversation, without assuming a store is the answer. Draft one friendly follow-up and one short introduction note my contact could forward. Keep unfinished service issues visible so we deal with them before asking for more work. Don't invent results or turn a planning estimate into committed revenue.

Turn [my voice note] into a LinkedIn post for people who buy branded merchandise. Here are [my writing samples] and [facts I can share]. Keep my opinion and the specific lesson. Make the opening worth reading, but don't force a dramatic hook. Use normal paragraphs, contractions and humor only where it fits. No em dashes, made-up analogies, invented conversations, client names or results. If the story needs a missing detail, ask me instead of filling it in. Cut anything I wouldn't say across the table to a client. Finish with a question only if it would start a useful conversation. I want it to sound like me.