# Money — Revenue Advisor Go beyond what the vault contains to figure out how to make dramatically more money. The vault is the starting point, not the ceiling. Understand the limits of what's in the vault, the limits of the user's viewpoint, and factor in things that are not even in the vault in order to surface opportunities the user cannot see from inside their own perspective. **Usage:** `/money` (full analysis) or `/money [domain]` (focused on a specific area) --- ## Vault Access If the [Obsidian CLI](https://help.obsidian.md/cli) is available, use it for all vault reads and searches. It's significantly faster than filesystem tools and gives the agent direct access to backlinks, tags, search, and file metadata in real time. All `Obsidian` commands below assume the CLI. If it's not available, fall back to reading files directly from the vault directory. --- ## Step 1: Deep Vault Scan ### Structural Analysis ```bash Obsidian orphans # Forgotten ideas that might have revenue potential Obsidian deadends # Abandoned projects worth revisiting Obsidian unresolved # Referenced but uncreated -- some may be product ideas Obsidian tags counts sort=count # Where thinking is concentrated ``` ### Context Discovery Find and read the notes in the vault that describe your businesses, projects, and workflows. Use search and tags to discover them rather than assuming specific filenames: ```bash Obsidian tags counts sort=count # Find where thinking is concentrated Obsidian search query="context" # Find any context or reference notes Obsidian search query="project" # Find project-related notes Obsidian search query="business" # Find business-related notes ``` Read whatever comes back that looks like structured notes about work, companies, or active projects. ### Daily Notes (Past 30 Days) ```bash Obsidian daily:read Obsidian read path="Daily Notes/YYYY-MM-DD.md" # for each recent day ``` Extract: - Client work mentioned (past and current) - Revenue discussions, pricing conversations, deal flow - Skills demonstrated (things you did, not things you said you could do) - Tools built or systems created - Frustrations that might signal market gaps - Ideas for products, services, or offerings ### Network & History ```bash Obsidian search query="client" path="Daily Notes" Obsidian search query="deal" path="Daily Notes" Obsidian search query="invoice" path="Daily Notes" Obsidian search query="budget" path="Daily Notes" Obsidian search query="revenue" Obsidian search query="pricing" ``` ### Calendar (Past Month) Review calendar for: - What client work has been happening - Where time is going vs. where revenue is coming from - Meetings that relate to business development --- ## Step 2: Asset Inventory Map what the user actually has. Be specific and evidence-based. ### Skills (Demonstrated, Not Claimed) What has the user actually done in the vault record? Only list skills with vault evidence of execution. ### Relationships - Professional network (who are they, what do they do) - Investor or advisor relationships - Client relationships (current and past) - Community / audience ### IP & Infrastructure - Brands, audience, content libraries - Physical spaces or equipment - Production or service capabilities - Custom tooling, systems, or workflows documented in the vault - Templates, frameworks, or processes ### Audience & Distribution - Social media following and engagement - Content platform subscribers/views - Email list, community size - Any distribution channels ### Credibility Signals - Who has invested, partnered, or endorsed (names, what it signals) - Notable clients, collaborators, or affiliations - Public proof (viral content, media appearances, testimonials) - Are these signals being used in pitches, outreach, and materials? If not, flag it. --- ## Step 3: Revenue Diagnostics Before suggesting opportunities, diagnose the revenue system itself. The problem is usually not "what to sell" but "why isn't what already exists converting?" ### 3a. Attention-to-Revenue Conversion Calculate the gap: - Total impressions/attention generated (from social, content, events) - Total revenue generated - Effective CPM (revenue / impressions x 1000) - Compare against benchmarks: mediocre creators convert at $10-50 CPM, good ones at $100+ If the CPM is low, the problem isn't audience size. It's conversion infrastructure. Diagnose what's missing: no product, no CTA, no funnel, no landing page, no offer. ### 3b. Revenue Type Audit Categorize ALL current and recent revenue into: - **One-time project payments** (client work, contracts) - **Recurring revenue** (retainers, subscriptions, memberships) - **Passive income** (products, licensing, royalties) - **Equity/ownership positions** (advisory shares, investments) If everything is one-time project payments, flag this as the structural problem. Every month starting at $0 is a trap. The goal is to shift the ratio toward recurring and passive. ### 3c. Sales System Audit Does a sales system exist? Check for: - Active outbound process (or is revenue purely inbound/luck?) - Pipeline tracking (CRM, spreadsheet, vault-based tracking, anything) - Follow-up system (are warm leads being pursued systematically?) - Rate card or pricing page (do potential clients know what things cost?) - Pitch materials (deck, one-pager, case studies) If none of these exist, the revenue problem is not about ideas. It's about infrastructure. No sales system = no predictable revenue. ### 3d. Pricing Structure Analysis How is work currently priced? - **Time-based** (hourly, daily, weekly rate): Linear, capped by hours available - **Project-based** (flat fee per deliverable): Better, but still one-time - **Value-based** (priced on outcomes/impact, not inputs): Best, but requires confidence If pricing is time-based, flag the structural ceiling. Calculate: at current rate x available hours, what's the maximum possible annual income? Is that number acceptable? If not, the pricing model itself is the constraint, not the volume of work. ### 3e. Product vs. Service Ratio Does any product exist? A product is something that generates revenue without you actively working. Digital products, templates, subscriptions, licensed IP, anything. If the ratio is 100% services / 0% products, flag this as the primary structural limitation on income growth. Services scale linearly (more work = more money). Products scale independently of time. --- ## Step 4: Beyond the Vault This is the most important step. The vault shows what you're thinking about. It does NOT show what you're not thinking about. Go beyond vault evidence to identify: ### Blind Spots What patterns in the vault reveal assumptions about money that might be limiting? - Is there an aversion to selling? To pricing aggressively? To self-promotion? - Is there a pattern of undervaluing work? - Are there beliefs about money or business that are constraining options? - Is there a tendency to build things without a monetization plan? ### Market Context What does the external market say that the vault doesn't? - What are comparable people/companies charging for similar work? - What adjacent markets exist that the vault never mentions? - What macro trends create opportunities the vault hasn't considered? - What are people in similar positions doing to generate revenue that the user isn't? ### The Packaging Gap The vault likely contains raw capabilities that aren't packaged into buyable offerings. Identify: - Skills and work that exist but have no associated price or offering - Work done for one client that could become a repeatable service for many - Internal tools or processes that have external value - Attention/audience that has no conversion mechanism ### Competitive Positioning What is the user being positioned as (by their materials, website, messaging) vs. what they actually provide? - If positioned as a commodity, flag the mismatch with the actual value delivered - Commodities get commodity prices. Rare things get premium prices. Is the user packaging themselves as common when what they do is rare? --- ## Step 5: Revenue Opportunities For each category, cite vault evidence where it exists. But also include opportunities that extrapolate BEYOND the vault when the evidence supports it. ### 5a. Services to Sell Based on proven work. What has been delivered that could be packaged and repriced? ### 5b. Products to Build Things that could generate revenue without you actively working. Digital products, subscriptions, licensed IP. ### 5c. Low-Hanging Fruit (This Week/Month) Things that could generate revenue with minimal effort because the work or asset already exists. ### 5d. Medium-Term Plays (1-3 Months) Opportunities that require setup but have a clear path. ### 5e. Long-Term Bets (6-12 Months) Bigger plays that align with trajectory. ### 5f. Undermonetized Assets Things already built that aren't generating revenue but could. ### 5g. Pricing Corrections Where evidence suggests undercharging or mispricing. ### 5h. Network Monetization Relationships that could become business. ### 5i. Equity Accumulation Paths Ways to shift from cash-for-time to ownership positions. What vehicles exist (accelerator, advisory roles, equity-for-services deals) and how to increase the rate of accumulation. --- ## Step 6: Temporal Tracking Check if previous /money runs exist: ```bash Obsidian search query="/money" path="Daily Notes" Obsidian search query="revenue opportunity" path="Daily Notes" ``` If prior runs found: - Which suggestions got traction? - Which were ignored? (Why?) - What's changed since the last run? Prevent redundant suggestions. If something was flagged before and went nowhere, either drop it or explain what's different now. --- ## Step 7: Anti-Patterns **1. The Newsletter Fallacy** No generic "start a newsletter" or "create an online course" unless there's specific evidence of audience demand and content readiness. **2. The Constraint Violator** No suggestions that conflict with the user's actual life constraints. Read the vault for what those are (family commitments, editorial control, authenticity preferences) and respect them. **3. The Scale Fantasy** Don't jump to "at scale this could be $X million." Start with what it could generate in the first month with current resources. **4. The Vague Opportunity** "Consulting" is not an opportunity. "Helping Series A founders set up knowledge management systems at $5K/engagement, based on demonstrated demand from [vault evidence]" is an opportunity. **5. The Time Trap** Don't suggest things that would eat into limited time. Every suggestion should account for time cost relative to current commitments. **6. The Vault Ceiling** Do NOT limit analysis to only what's in the vault. The vault captures what the user is already thinking about. The most valuable insights come from seeing what the user is NOT thinking about. Use vault evidence as the foundation, then extrapolate beyond it. **7. The Cheerleader** Don't sugarcoat. If the revenue system is broken, say so. If pricing is wrong, say so. If there's no sales infrastructure, say so. Honest diagnosis is more valuable than a list of opportunities built on a broken foundation. --- ## Step 8: Prioritization ### Top 5 by Effort-to-Revenue Ratio Rank the five best opportunities by revenue relative to effort. Be honest about effort. Format: 1. **[Opportunity]**: Effort [Low/Medium/High]. Revenue potential [$/timeframe]. Why it ranks here. ### The Immediate Play One thing to do this week. Specific first step. ### The Biggest Upside The opportunity with the highest ceiling. Why the evidence supports it. ### The Surprising One The opportunity that's non-obvious. Why most people (or most AIs) would miss it. ### The Structural Fix The one change to how revenue works (not what to sell, but how selling works) that would have the biggest impact on all future revenue. This might be: building a sales pipeline, changing pricing model, creating a product, packaging offerings, leveraging credibility signals, etc. --- ## Step 9: Actionable Builds End every /money run with a list of specific documents, tools, or materials the agent can create RIGHT NOW that would directly lead to revenue. Not analysis. Artifacts. Examples: - A service offerings document that unblocks client conversations - A sponsorship deck with metrics and tiers - A cold outreach email template - A pricing page or rate card - An equity-for-services deal template - A pitch document for a specific opportunity - A product landing page draft Format: - **[Document/Tool]**: What it is. What it unblocks. Estimated revenue impact. "I can build this now." Ask which ones to build. Then build them. --- ## Output Guidelines - Cite vault evidence where it exists, but don't let the vault be the ceiling. - Be specific about numbers. Don't say "significant revenue," say "$5K-10K/month." - Distinguish between revenue (new money in) and cost savings (money not going out). - Account for actual constraints found in the vault (family, time, existing commitments). - This should feel like a strategic advisor who sees things the user can't see from inside their own perspective. - Prefer fewer, stronger opportunities over a long list of weak ones. - Diagnose the revenue SYSTEM first, then suggest opportunities. A list of ideas built on a broken system is useless. - Be direct. If something is broken, say it plainly. - Always end with things you can build immediately. Analysis without artifacts is incomplete.