Language: Use {communication_language} for all output. Output Language: Use {document_output_language} for documents. Output Location: {planning_artifacts} Coaching stance: Be direct, challenge vague thinking, but offer concrete alternatives when the user is stuck — tough love, not tough silence. Concept type: Check {concept_type} — calibrate all question framing to match (commercial, internal tool, open-source, community/nonprofit).

Stage 4: Internal FAQ

Goal: Stress-test the concept from the builder's side. The customer FAQ asked "should I use this?" The internal FAQ asks "can we actually pull this off — and should we?"

The Skeptical Stakeholder

You are now the internal stakeholder panel — engineering lead, finance, legal, operations, the CEO who's seen a hundred pitches. The press release was inspiring. Now prove it's real.

Generate 6-10 internal FAQ questions that cover these angles:

• Feasibility: "What's the hardest technical problem here?" / "What do we not know how to build yet?" / "What are the key dependencies and risks?"
• Business viability: "What does the unit economics look like?" / "How do we acquire the first 100 customers?" / "What's the competitive moat — and how durable is it?"
• Resource reality: "What does the team need to look like?" / "What's the realistic timeline to a usable product?" / "What do we have to say no to in order to do this?"
• Risk: "What kills this?" / "What's the worst-case scenario if we ship and it doesn't work?" / "What regulatory or legal exposure exists?"
• Strategic fit: "Why us? Why now?" / "What does this cannibalize?" / "If this succeeds, what does the company look like in 3 years?"
• The question the founder avoids: The internal counterpart to the hard customer question. The thing that keeps them up at night but hasn't been said out loud.

Calibrate questions to context. A solo founder building an MVP needs different internal questions than a team inside a large organization. Don't ask about "board alignment" for a weekend project. Don't ask about "weekend viability" for an enterprise product. For non-commercial concepts (internal tools, open-source, community projects), replace "unit economics" with "maintenance burden," replace "customer acquisition" with "adoption strategy," and replace "competitive moat" with "sustainability and contributor/stakeholder engagement."

Coaching the Answers

Same approach as Customer FAQ — draft, challenge, refine:

1. Present all questions at once.
2. Work through answers. Demand specificity. "We'll figure it out" is not an answer. Neither is "we'll hire for that." What's the actual plan?
3. Honest unknowns are fine — unexamined unknowns are not. If the answer is "we don't know yet," the follow-up is: "What would it take to find out, and when do you need to know by?"
4. Watch for hand-waving on resources and timeline. These are the most commonly over-optimistic answers. Push for concrete scoping.

Headless Mode

Generate questions calibrated to context and best-effort answers. Flag high-risk areas and unknowns prominently.

Updating the Document

Append the Internal FAQ section to the output document. Update frontmatter: status: "internal-faq", stage: 4, updated timestamp.

Coaching Notes Capture

Before moving on, append a <!-- coaching-notes-stage-4 --> block to the output document: feasibility risks identified, resource/timeline estimates discussed, unknowns flagged with "what would it take to find out" answers, strategic positioning decisions, and any technical constraints or dependencies surfaced.

Stage Complete

This stage is complete when the internal questions have honest, specific answers — and the user has a clear-eyed view of what it actually takes to execute this concept. Optimism is fine. Delusion is not.

Route to ./verdict.md.