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Get Started Free →mohitagw15856/acquirer-red-team
Simulate the acquirer's diligence team hunting for reasons to cut your price — their internal red-flags memo with a price-chip estimate per finding.
Passed 13 of 22 test cases with the skill, and 12 of 22 without it.
and 1 more in the full report
4 fixed10 passed either way6 still failing3 broke
Tokens, turns and time describe resource use, not a dollar price.
One of 4 test cases the skill fixed. Same model, same prompt, with and without the skill.
We are preparing our B2B SaaS company for a strategic sale next quarter and want an aggressive red-team evaluation from the buyer's perspective. Here are our business details: $8M ARR (85% recurring subscription, 15% custom implementation), 22% growth YoY, 20 team members, top client represents 22% of ARR, core platform relies on a legacy codebase, and I (founder) hold all major executive client relationships. Please generate a full adversarial buyer assessment. I need an internal diligence memo outlining key risk findings with estimated valuation haircuts and financial mechanisms, the exact wording/script the buyer's corp-dev team would use on a call to reopen pricing on the largest issue, and an unvarnished, out-of-character debrief showing which issues can be fixed pre-process, how long they take, and what should simply be disclosed upfront alongside a recommended order of operations.
| Checked | Without skill | With skill |
|---|---|---|
| The response applies valuation multiple compression to the custom implementation revenue and customer concentration risks rather than treating them as flat dollar-for-dollar cuts. | Passed | Passed |
| The response calculates key-person retention packages as direct deductions from seller proceeds rather than post-close buyer overhead. | Passed | Passed |
| The response includes a summary box formatted as 'Asking frame · our current view · total identified chips (range) · walk-away risks: [n]'. | Missed | Passed |
The instructions your model reads when the skill loads.
Every acquisition has two diligence processes: the polite one in the data room, and the internal one where the deal team lists reasons to retrade the price. This skill runs the second one early. (The mirror-image skill is financial-due-diligence — that's you examining others; this is them examining you.)
Ask for these if not provided:
| Category | What chips price | Typical chip size |
|---|---|---|
| Revenue quality | Non-recurring dressed as recurring, discount-bought renewals, related-party revenue, pilot revenue counted as land-and-expand | Multiple compression — the biggest lever |
| Concentration | Any customer >15–20%, channel dependence, one geography | Escrow/earnout territory |
| Key-person risk | Founder-held relationships, single-maintainer systems, no second-in-command | Retention packages carved from YOUR proceeds |
| Tech & IP | Un-transferable licenses, unclear IP assignment (contractors!), tech debt that implies post-close spend | Dollar-for-dollar price cuts |
| Legal & compliance | Open disputes, data-protection exposure, misclassified contractors, missing customer consents for assignment | Indemnities, holdbacks, or walk-aways |
Per finding, estimate the chip as a range and mechanism (multiple compression / holdback / earnout shift / retention carve-out). Ranges must be defensible from the input; label all assumptions.
Simulation — a plausible adversarial reading, not a prediction or financial advice.
Asking frame · our current view · total identified chips (range) · walk-away risks: [n]
test cases passed, vs 12 / 22 without
More skills from the same source and nearby in the registry, with their headline benchmark lift.