Use Bezos Flywheel Prover with your AI.

Validate bezos flywheel

Think like Bezos: (1) CUSTOMER OBSESSION. work backward from the customer pain, not forward from technology. Write the press release first. Name the customer segment, quantify the pain (hours wasted, error rate, cost), and write the one-sentence transformation. "Beat the competition" is not customer obsession. it is competitor obsession, (2) FLYWHEEL DESIGN. each element must accelerate every other element in a virtuous cycle. Lower prices → more customers → more volume → lower costs → lower prices. If it does not loop back to the beginning, it is a project list, not a flywheel. Draw the loop. Identify the entry point. Name the acceleration at each link, (3) INFRASTRUCTURE-FIRST. build internal infrastructure that becomes a platform for others. AWS was Amazon's infrastructure before it was a product. What are you building for yourself that others would pay for? The infrastructure play is the moat, (4) DAY 1 CULTURE. two-pizza teams (max 8 people), decisions at 70% information ("most decisions should be made with around 70% of the information you wish you had"), disagree and commit, six-page memos replace slides, weekly delivery cadence. "Form a committee" is Day 2. and Day 2 is stasis. Day 2 is followed by irrelevance. Day 2 is followed by decline. Day 2 is followed by death, (5) LONG-TERM COMPOUNDING. state the 7-year thesis. What compounds? "If everything you do needs to work on a 3-year time horizon, then you're competing against a lot of people. But if you're willing to invest on a 7-year time horizon, you're now competing against a fraction of those people." Map years 1-2, 3-4, 5-6, 7+ with milestones. If the capability rejects, the strategy is competitor-focused, linear, or short-term. Structured reflection capability for Bezos-style business strategy validation. Forces the agent to work backward from customer pain, design self-reinforcing flywheel loops, identify the infrastructure layer that becomes a platform, enforce Day 1 culture practices, and commit to 7-year compounding horizons. Catches Competitor Obsession (benchmarking rivals instead of starting from customer pain), Linear Thinking (standalone initiatives that do not loop. a project list, not a flywheel), Surface Building (end-user products without underlying infrastructure platform play), Day 2 Bureaucracy (committees and consensus instead of two-pizza teams and 70% decisions), and Short-Term Focus (quarterly optimization instead of 7-year compounding thesis). Call once per strategic evaluation, growth plan, or product roadmap