THE FIX
Your business isn’t broken everywhere.
Something specific is costing you.
THE FIX is a free library of diagnostic AI prompts built to help founder-led service businesses identify what’s actually blocking sales, profit, positioning and growth.
No generic advice. No “post more.” No 47-step funnel.
Pick the problem. Run the prompt.
Find the leak. Fix what matters.
For founders who are done guessing.
Pick Your Problem
You already know something isn’t working.
The question is what.
Choose the problem that sounds most like your business right now.
They’re not buying. Attention is coming in. Revenue isn’t following it. 02 People keep asking
what you do. Your business makes sense to you. Not necessarily to the buyer. 03 They disappear when
they hear the price. Before you lower the number, find out what is actually causing resistance. 04 You’re busy.
The money doesn’t match. The workload is heavy. The revenue is somehow still unimpressed. 05 You keep getting
the wrong clients. The problem may start long before the contract gets signed.
Start with the pain.
The diagnosis comes next.
People are watching.
They’re not buying.
You’re getting views. People are engaging. Your content is moving. Maybe your follower count is growing.
But the money is not following the attention.
That means the problem may not be visibility.
It may be the gap between attention and action.
This prompt helps you identify where the customer journey is breaking between:
Have these ready.
Find the leak.
I have an attention-to-revenue problem.
I do not want content ideas yet.
I want you to determine where the money is leaking between someone discovering my business and someone becoming a paying customer.
Here is my business:
What I sell: [INSERT]
Who I believe it is for: [INSERT]
Price: [INSERT]
Where people discover me: [INSERT]
My best-performing content: [INSERT]
What people usually ask me in DMs or comments: [INSERT]
How people currently buy: [INSERT]
What happens after someone shows interest: [INSERT]
Work through this in five stages.
STAGE 1: TRACE THE CUSTOMER
Map the path from discovery to interest to consideration to inquiry to purchase.
Identify every point where the customer has to make a decision.
STAGE 2: FIND THE LEAK
Determine which part of the path is most likely breaking.
Consider:
- wrong audience
- unclear problem
- weak offer
- price/value mismatch
- no obvious next step
- too many steps to buy
- weak proof
- content attracting people who were never likely to purchase
Do not assume the problem is content.
STAGE 3: SHOW ME THE EVIDENCE
For every diagnosis, explain what evidence supports it and what information is still missing.
STAGE 4: FIX THE BIGGEST LEAK
Give me the three highest-impact changes I should make first.
Do not give me a giant list of recommendations.
STAGE 5: TEST IT
Give me one measurable test I can run over the next 14 days to determine whether the change worked.
Finish this sentence:
“Your biggest problem is probably not visibility. It’s ______.”
The point where people are dropping off.
Evidence explaining why it’s happening.
The first thing you need to change.
One measurable test to run for 14 days.
Do not fix five things at once.
If the diagnosis says the problem is your offer, fix the offer.
If it says the problem is the buying process, fix the buying process.
If your audience loves your content but has no reason to buy from you, that is not a posting problem.
That is a business problem.
People keep asking
what you do.
You’ve explained it on your website.
It’s in your bio.
You’ve talked about it repeatedly.
And people are still asking:
“So…what exactly do you do?”
That is not usually a customer comprehension problem.
It is usually a positioning problem.
This prompt helps uncover where your message is making potential customers work too hard to understand:
Pull together what people currently see.
Find the confusion.
I want you to determine whether my business is difficult to understand.
Do not rewrite my bio yet.
Here is everything a potential customer currently sees:
Website headline: [PASTE]
Instagram or LinkedIn bio: [PASTE]
Offer description: [PASTE]
About section: [PASTE]
Primary call to action: [PASTE]
Most common question prospects ask me: [INSERT]
Now pretend you have never heard of me and know nothing about my business beyond what I provided.
FIRST: TELL ME WHAT YOU THINK I DO.
Answer these questions using only the information above:
- What do you think I sell?
- Who do you think buys it?
- What problem do you think I solve?
- Why would someone pay for this instead of solving it themselves?
- What would you expect to happen after paying me?
- What is confusing, vague or contradictory?
SECOND: FIND THE FRICTION.
Identify any language that sounds impressive but does not clearly communicate what I sell, who it is for or why it matters.
Pay particular attention to vague words such as:
- elevate
- empower
- transform
- amplify
- help you shine
- take your brand to the next level
Do not automatically remove these words. Explain whether they are doing useful work or creating confusion.
THIRD: SHOW ME WHERE THE CUSTOMER HAS TO GUESS.
For each section of my messaging, identify:
- what is immediately clear
- what requires interpretation
- what information is missing
- what assumption the customer has to make
FOURTH: REBUILD THE POSITIONING.
Create three positioning directions using this structure:
I solve [specific expensive or frustrating problem] for [specific buyer] by [specific type of work].
Give me:
- one plainspoken version
- one premium version
- one sharp, direct version
Do not use language I cannot substantiate.
FIFTH: GIVE ME THE VERDICT.
Finish with:
“You are currently making the customer work too hard to understand ______.”
What people think you sell right now.
The phrases creating confusion or ambiguity.
The information customers are being forced to guess.
Three stronger positioning directions.
If you have to explain your business every time, your messaging is doing too little work.
Your audience should not need a discovery call just to understand what they can hire you for.
Clarity does not mean making your business simplistic.
It means making the value obvious.
They disappear when
they hear the price.
They were interested.
They asked questions.
They sounded ready.
Then you told them the price.
And suddenly the conversation got quiet.
That does not automatically mean you’re too expensive.
They want the outcome but were never financially positioned to buy.
You explained the deliverables but not why the work matters.
The proof is not strong enough to support the investment.
The service is too broad, complicated or difficult to understand.
The price may genuinely be misaligned with the offer or market.
This prompt helps you figure out whether the problem is really the number on the invoice or something that happened before the price ever entered the conversation.
Bring the full sales conversation.
Find out if the price is really the problem.
Prospects regularly show interest in my service and then hesitate, disappear or say it is too expensive after seeing the price.
I want you to determine whether this is actually a pricing problem.
Do not recommend lowering my price until you have ruled out the other causes.
Here is the information:
My offer: [INSERT]
My price: [INSERT]
Who I am selling it to: [INSERT]
How I explain the offer: [PASTE]
How prospects usually find me: [INSERT]
What they say before the price comes up: [INSERT]
What they say after the price comes up: [INSERT]
What proof or results I can show: [INSERT]
DIAGNOSE THIS AGAINST FIVE POSSIBILITIES.
1. WRONG BUYER
Determine whether I am attracting people who want the result but are not financially capable or willing to pay for it.
2. WEAK VALUE TRANSLATION
Determine whether I am describing tasks and deliverables instead of the business problem I solve.
3. LOW TRUST
Determine whether there is enough proof, credibility or clarity for someone to make this purchase confidently.
4. OFFER FRICTION
Determine whether the service is too complicated, too broad or too difficult to understand.
5. ACTUAL PRICING PROBLEM
Determine whether there is evidence that the price itself is misaligned with the offer or target market.
NOW RANK THE FIVE.
Rank these five possibilities from most likely to least likely based on the information I provided.
For each one:
- show me the evidence
- tell me what information is missing
- explain what would confirm or eliminate that diagnosis
THEN TELL ME WHAT TO FIX BEFORE TOUCHING THE PRICE.
Give me the three highest-impact changes I should make before considering a price reduction.
Do not give me generic sales advice.
Finish with:
“If you lower your price right now, you may be solving ______ instead of ______.”
The most likely reason prospects pull back.
Evidence showing whether price is actually the issue.
What to change before lowering your rates.
A clearer decision about whether your pricing needs attention.
Lowering the price won’t fix a buyer problem.
It will not fix weak positioning.
It will not fix an offer nobody understands.
And it definitely will not create trust that was never there.
Fix the real problem before you start discounting your work.
You’re busy.
The money doesn’t match.
Your calendar is full.
Your clients need things.
Your inbox never seems to close.
But when you look at the money, the workload and the revenue make absolutely no sense together.
That usually means your business has accumulated work that takes time without creating enough value.
Find out where your business is consuming you without paying you back.
Bring the numbers and the work.
Find what’s eating the money.
My business is busy, but the revenue and profit do not feel proportional to the amount of work I am doing.
I do not want advice about working harder, posting more or adding another service.
I want you to identify where time, scope and money are out of alignment.
Here is my business:
My offers, prices and approximate delivery hours: [INSERT]
Monthly revenue: [INSERT]
Approximate monthly business expenses: [INSERT]
Number of active clients: [INSERT]
Work I personally perform each week: [INSERT]
Tasks I routinely do outside the original scope: [INSERT]
Things clients frequently receive that I do not charge separately for: [INSERT]
FIRST: RUN A BUSY VS. PROFIT AUDIT.
For each service, examine:
- revenue generated
- approximate founder time required
- delivery complexity
- scope-creep risk
- additional unpaid work
- whether the work creates repeat or additional revenue
SECOND: SORT THE WORK INTO FOUR CATEGORIES.
THE MONEY MAKERS
Work that produces enough value and revenue to protect.
THE TIME THIEVES
Work consuming disproportionate time compared with what it earns.
THE INVISIBLE FREE WORK
Tasks I have accidentally turned into unpaid deliverables.
THE FOUNDER BOTTLENECKS
Work that depends on me because I have never created another process for handling it.
THIRD: FIND THE ROOT CAUSE.
Determine whether the primary problem is pricing, scope, delivery, client mix, operational inefficiency or too many low-value services.
Show me the evidence behind your diagnosis.
FOURTH: GIVE ME THE CORRECTION.
Tell me:
- what to stop
- what to restructure
- what to charge separately for
- what should command more money
- what can be simplified
Do not recommend hiring someone until you first determine whether the work should exist at all.
FINALLY:
Complete this sentence:
“Your business is not too busy. It is carrying too much ______.”
The work actually generating money.
The work quietly consuming your profit.
What you are giving away without realizing it.
What needs to stop, change or cost more.
Busy is not a business model.
A full calendar can hide a badly structured business.
The goal isn’t to do more work. It’s to make the work make sense.
You keep getting
the wrong clients.
They can afford you.
They say yes.
And three weeks later, you’re wondering why you accepted the money.
The problem may not be where you’re finding clients. It may be what your business is telling the wrong clients about you.
Build your Not My Client profile.
This prompt reverse-engineers the difference between the clients you want more of and the clients you never want to see in your inbox again.
Pick six former or current clients.
The profitable, respectful, aligned ones.
You know exactly who belongs here.
Find out why the wrong people keep saying yes.
I keep attracting clients I do not actually want.
I want you to reverse-engineer why.
I am going to give you information about two groups:
Three clients I would gladly work with again:
[INSERT]
Three clients I would never work with again:
[INSERT]
For each client, I will provide:
- what they hired me for
- how they found me
- what they paid
- how long they stayed
- how profitable the work was
- how they communicated
- whether they respected boundaries
- whether scope creep occurred
- whether I enjoyed doing the work
DO NOT BUILD AN IDEAL CLIENT PROFILE YET.
FIRST: COMPARE THE TWO GROUPS.
Identify patterns in:
- how they found me
- what they believed they were buying
- budget
- urgency
- expectations
- communication behavior
- decision-making
- scope
- profitability
SECOND: TRACE THE PROBLEM BACK TO MY BUSINESS.
Tell me:
- What in my marketing may be attracting the wrong clients?
- What am I failing to communicate before people hire me?
- What warning signs appear before the engagement begins?
- What behavior am I tolerating during the sales process that predicts problems later?
- What boundaries should exist before a contract is signed?
THIRD: BUILD MY NOT MY CLIENT PROFILE.
Create a profile of the prospect I should decline even when they have the money.
Include:
- behavioral warning signs
- expectation mismatches
- scope problems
- communication warning signs
- commercial red flags
FOURTH: FIX THE FRONT DOOR.
Give me five qualification questions I should ask before accepting another client.
Then identify what should change in my marketing, discovery process, proposal or contract so bad-fit prospects are filtered out earlier.
FINALLY:
Give me five reasons I should decline an opportunity even when the prospect can afford me.
Finish with:
“You are not attracting the wrong clients by accident. Your business is currently signaling ______.”
The pattern behind your best clients.
The warning signs behind your worst clients.
A Not My Client profile.
A stronger qualification process.
Being able to pay you does not make someone your client.
Revenue that creates chaos, scope creep and constant frustration can become some of the most expensive money in your business.
The right client fits the business. Not just the invoice.
Learn to invest
in yourself.
You keep investing in the business.
When are you going to invest in the person running it?
You’ll pay for the software.
The website.
The branding.
The ads.
The conferences.
Another course.
Another tool that promises to make everything easier.
But when it comes time to invest in your own clarity, your own decision-making and your own ability to build the business correctly, suddenly you decide you should be able to figure it out yourself.
How’s that working for you?
Stop trying to save money by staying stuck.
Every month you keep the wrong offer, the wrong pricing, the wrong clients, the wrong systems or the wrong strategy in place, you’re already paying for it.
Just not in a line item called “investment.”
45 minutes.
One problem.
We get underneath it.
We identify what’s actually costing you.
We determine what needs to change.
And you leave knowing what to do next.
FIX THE BUSINESS.
Because staying stuck is costing you too.