Choose the project you are working on right now. Each context has a checklist that names what has to be ready, and a worksheet that turns the material you already hold into something usable. Both are complete on this page.
Working through anything here does not create an enquiry, confirm fit, reserve time, or establish scope, and it sends nothing to Fazen. Whatever you write stays with you.
Five preparation contexts. Pick the one in front of you now, and the snapshot below reads that context only.
Not after a guided start? The full index lists all five packs and all 10 units, and every pack is open from there without choosing anything here.
Mark what is already true. Anything left unmarked is what the checklist below is for.
The next thing to prepare is objective and audience. You can name what the brand has to achieve this year and who has to believe it.
What each pack asks you to bring, what you end with, and where it sensibly leads. Open any of them without choosing a context first.
Building or rebuilding a brand from the ground up.
Building, rebuilding, or replacing a website.
Preparing a period of content rather than a single post.
Preparing a deck that has to carry a decision.
Preparing a dated launch across more than one channel.
One action checklist and one decision worksheet per context. Work through the checklist first, then use the worksheet to organise what it surfaced.
Have readyAnything that already describes the business: current logo files, an old deck, your prices, and the last three things you told a customer.
Start fromYou are considering a new brand or a rebuild, and you have not yet written down why.
Ready when the objective, the audience, the offer facts, the existing material, and the approval owner all sit in one place, and every remaining gap is written down as a gap rather than guessed at.
BringThe checklist above is worked through, and the material you gathered is in one folder.
Write what the business does, for whom, and what it charges, using only facts you could prove today.
If a sentence needs a claim you cannot evidence, cut the sentence.
Write the single decision a customer makes, and where the brand meets them while they make it.
List the existing brand elements you would defend, with one line each on why you would defend them.
List what is not working today, and the situation where you noticed it.
Describe the situation, not the fix. Choosing the fix is a later conversation.
Write the fixed dates, the locked assets, the budget ceiling, and the approvals that cannot be skipped.
List what you do not know yet, and who inside the business could answer it.
One page, in your own words, that briefs any designer or writer on the same facts. It is your material organised. It is not positioning, and it is not a creative direction.
Have readyThe current site if one exists, the domain and hosting logins and whoever holds them, existing page text, product or service facts, and your legal text.
Start fromYou know a site is needed, and you have not yet written down what it is for.
Ready when the objective, the page list, the source material, the legal text, and every access dependency have a named owner, and the unknown items are listed rather than assumed.
BringThe website checklist is worked through, and the material you gathered is in one folder.
Write what the site has to achieve, and the one visitor action that proves it.
List every page in the order a first-time visitor meets them, and mark each as new, rewritten, or carried over.
Carried over means the current text is factually correct, not that you like it.
For each page, list the text, images, and facts you already have, and what is missing.
List every number, date, price, and claim that someone has to verify before it is published.
List the domain, hosting, email, forms, booking, payment, and analytics the site has to work with, and who controls each one.
Write what the site does not need to do this time.
This is a note to yourself. It is not a scope agreement with anyone.
A page-by-page brief showing what exists, what is missing, and who owns each dependency. It organises your material. It is not web copy, and it is not a technical specification.
Have readyThe existing deck or its outline, the numbers you intend to show and where each came from, your brand files, and any template your audience requires.
Start fromA presentation is scheduled or expected, and the content is spread across notes, files, and memory.
Ready when the objective, the audience, the slide order, and the source of every number are written down, the facts have a named approver, and any figure still unverified is marked as unverified.
BringThe presentation checklist is worked through, and your existing content sits in one file.
Write the decision you are asking for, and who in the room has the authority to make it.
Write the deck as a list of statements, one per slide, in the order they are said.
If two statements say the same thing, one of those slides is doing nothing.
For each statement, note the number, quote, or example that supports it, and where it came from.
List every figure or claim with no source yet, and who can confirm it.
Leave it unverified here. Do not fill the gap with an estimate that will be read as a fact.
Write the native format, the aspect ratio, the fonts allowed, and the template you have to use.
List what you drop first if the slot is halved.
A narrative brief with the decision, the statement per slide in order, the evidence behind each, and what is still unverified. It organises the content you brought. It does not research, verify, or add slides.
Have readyYour offer facts and price, the channel accounts you already run, the assets you hold today, and every date you cannot move.
Start fromA launch has a rough date, and the moving parts are not yet in one list.
Ready when the objective, the offer facts, the channel list with its assets, every dependency with an owner and a latest date, and the approval owner all sit in one list, and each unfinished item is marked unfinished rather than assumed done.
BringThe launch checklist is worked through, and every date and dependency is in front of you.
Write the offer and the reason for the date, using facts you can already support.
List each channel, the assets it needs, who produces them, and whether they exist today.
Write the order things happen in, from the first signal to the last follow-up, with dates.
List everything you are waiting on, who owns it, and the latest date it can arrive.
Write the channels and activities you are deliberately leaving out of this launch.
Naming this is how the plan survives the week it gets busy.
Write who handles replies, orders, and questions in the first two weeks.
A launch plan sheet with the offer, the sequence, the channel list, the dependencies with owners and dates, and the exclusions. It organises your plan. It commits nobody outside your business to any part of it.
Both are reasonable answers. The unmarked signals in your snapshot are usually the ones that decide which.
Something on the checklist is still open, or the material is not in one place yet. Work a second pack on this page, or read the long-form answer in Guides.
The material and the decisions are ready, and you want a second read on them. A project inquiry is where I look at what you have and tell you honestly whether it is a fit.
