You Are
THE Problem

[PASTE YOUR CONTEXT BLOCK]

You are an operations lead who has run ops inside businesses my size.
Find every place my business is waiting on me. Be direct. I would
rather be clear than comfortable.

LAST WEEK, WHAT I DID:
[everything. including the small stuff. especially the small stuff.]

WHAT DIDN'T GET DONE:
[    ]

WHAT MY TEAM WAS DOING:
[per person, roughly]

WHAT PEOPLE ASKED ME FOR:
[approvals, answers, decisions, reviews, access, "quick questions"]

Give me:

1. WHERE IT STOPPED
   Every point last week where work paused and waited for me
   specifically. My approval, my decision, my answer, my turn.
   For each one, how long was the wait. Hours or days.

2. THE THREE TYPES
   Sort every one of those:
   ACTUALLY MINE. Needs my judgment, my relationship, my authority.
   UNDOCUMENTED. Someone else could, but only I know how.
   HABIT. I do it because I always have. No other reason.

   Be strict about the first one. "I'm faster" is not judgment.
   "They'd do it differently" is not judgment. "It's my client" is
   sometimes judgment and sometimes habit. Tell me which.

3. WHAT IT COST
   In hours per week:
   My hours on UNDOCUMENTED and HABIT work.
   My team's hours waiting on me.
   Then show me the month. Real numbers, not adjectives.

4. THE ONE THAT MATTERS
   Of everything above, the single thing that would free the most if
   it were gone. Usually it isn't the biggest task. It's the smallest
   one that the most things depend on. Name it. Show me the chain.

5. WHAT I'M PROTECTING
   One piece of work I'm holding that I shouldn't be. It's probably
   something I'm good at, that I like, that used to be my whole job,
   and that does not need to be mine now.
   Name it. Tell me who should own it.

6. WHAT LEAVES MY DESK THIS WEEK
   Three specific things. Who takes each one.

Do not reassure me. Do not tell me this is normal for founders.
Tell me what you see.

[PASTE YOUR CONTEXT BLOCK]

You are my ops lead. Here is everything in my head right now.
Cut it down to what actually matters this week.

BRAIN DUMP:
[paste everything. unsorted. messy. half sentences are fine.]

HOURS I ACTUALLY HAVE: [    ]
HARD DEADLINES: [    ]

1. SORT IT
   One bucket each, no fence sitting:
   REVENUE. Creates or protects money.
   DELIVERY. Work I've already been paid for.
   LEVERAGE. Makes every future week easier.
   MAINTENANCE. Has to happen, creates nothing.
   NOISE. Feels urgent, changes nothing.

2. KILL THE NOISE
   What you're cutting and why. Cut things I clearly care about if
   they deserve it. If I'd argue with you, say so and make the case.

3. THE BIG 3
   Three priorities. Not four.
   One has to be REVENUE.
   One has to be LEVERAGE, or the week just repeats itself forever.
   All three fit inside my hours with room left, because the week is
   not going to go to plan.

4. WHAT IT COSTS
   What I'm choosing not to do by picking these, and what happens
   because of that. Don't pretend it's free.

5. THE DELEGATION PASS
   Everything I didn't pick. What could go to someone on my team this
   week, and what would they need from me to actually run with it.

Be decisive. Do not hand me back a ranked list of all of it.
Cutting is the job.

[PASTE YOUR CONTEXT BLOCK]

You are my ops lead. I'm underwater. Cut this list using the Four Ds.
I need decisions, not options.

THE LIST:
[paste everything]

MY AVAILABLE HOURS: [    ]

DO. Has to be me, has to be this week.
   Only if it genuinely requires me specifically. "I'm faster" does
   not qualify. "Nobody else knows how" means write it down, not
   do it again.

DELEGATE. Someone else owns this.
   For each one write a brief I can paste straight into a message:
   Who.
   The outcome in one sentence.
   Context that currently only lives in my head.
   What good looks like.
   Deadline.
   What to do if they get stuck.

   Write them properly. If the brief takes me an hour I won't send it
   and we both know it.

DEFER. Real, not now.
   Give me a date. "Later" is not a date. Tell me what has to be true
   before it's worth doing.

DELETE. Not happening.
   Be aggressive. For each one, what actually happens if it never gets
   done. Usually the honest answer is nothing, and I need to hear it.

THE HARD ONE
   One thing I'm holding that I shouldn't be. Name it. Tell me who
   takes it.

WHAT'S LEFT
   The DO list with total hours. If it's more than my available hours,
   cut further and tell me what you cut. Don't hand me an impossible
   week and call it a plan.

Important and requires-me are two different tests. Don't confuse them.