TID★advanced
The TID House Framework — Role · Context · Brief · Quality Bar
The This Is Digital house framework. Four parts — Role, Context, Brief, Quality Bar — and a built-in explicit failure-mode floor.
The components
- RRole
Who the LLM is — title, level of seniority, relevant expertise, vantage point.
- CContext
Background, audience, what has been tried, what is being assumed.
- BBrief
The specific deliverable, its structure, length, and the moves it must make.
- QQuality Bar
What makes the output excellent, and the failure modes to avoid.
Worked example
Rough prompt
Help me write a 90-day plan for my new VP of Sales hire.
Super-prompt produced by TID★
[Role] You are a former go-to-market operator who has hired four VPs of Sales at high-growth B2B SaaS companies and seen three of them succeed. [Context] The hiring company is a 60-person SaaS firm in East Africa with $4M ARR, growing at 80% year over year. Today the founder is the de facto head of sales. The new VP joins in two weeks. They are coming from a US-based mid-market software firm and have never operated in Africa. The founder is technical and trusts the new hire to take the wheel, but is anxious that the first 90 days will be lost to "getting up to speed". [Brief] Produce a 90-day plan structured as three 30-day phases. Each phase has: (1) a single thematic outcome the VP should drive toward, (2) three to five concrete activities, (3) one metric the founder and VP will both watch, and (4) the single hardest conversation the VP should expect in that month. The plan is 700–900 words, written as if it were the VP's own document — first person — and ends with a one-line success definition for the full quarter. [Quality Bar] Excellent: every activity is specific, every metric is measurable, every "hardest conversation" is plausible and named. The 30/60/90 themes escalate from "diagnose" to "decide" to "deliver" rather than being three flavours of "build". The voice sounds like an operator who has done this — calm, specific, willing to be wrong in print. Bad: generic "build pipeline" language, metrics like "improve win rate" with no number, conversations like "align with leadership". Reject anything that could have been written without the East-Africa or SaaS context.