More research does not automatically create better diligence. The useful work is testing the claims and risks that could change the investment decision, then showing where the evidence supports, weakens, or fails to resolve them.

Strawberry can work across approved data-room material, company documents, logged-in research tools, current web sources, meeting records, and the firm's own analysis. The investor can inspect the same evidence in the browser, while sensitive access, reference outreach, sharing, and the final decision remain separately controlled.

Start with the questions that could change the decision

The right diligence scope depends on the opportunity, investment stage, stakes, timeline, and what the firm already knows. Strawberry starts from the thesis, screening work, founder conversations, existing memo, and accepted diligence questions rather than applying every possible workstream at equal depth.

Want to try it?

Ask your Strawberry companion: “Help me conduct due diligence on this opportunity. Start from the claims and risks that could change the decision, cross-check them with the right evidence, and make contradictions and unresolved questions easy to review.”

Skill

Investigate the questions behind an investment

Investigate the material underwriting questions and produce a source-linked diligence record.

Choose the right workstreams

Market, product, customers, go-to-market, competition, team, technology, financials, cap table, legal exposure, security, references, and terms may matter. The decision determines which ones need a focused check, a deeper investigation, or specialist review.

Access to one data room or folder does not authorize unrelated files, exports, or sharing. Strawberry keeps the company, room, scope, and sensitive-data conditions visible before entering restricted material.

Test the claims instead of summarizing them

For each material questionWhat the record should show
ClaimWhat is being asserted and which decision it affects
EvidenceThe strongest supporting and conflicting sources
QualityDates, definitions, denominators, source limits, and access constraints
GapWhat remains unresolved and the best next way to test it

Company materials are claims to evaluate, not independent confirmation. When metrics, customer definitions, market estimates, or ownership records conflict, the diligence record preserves the conflict and recalculates only when the underlying data supports it.

Keep outreach and judgment controlled

Reference, customer, expert, founder, or co-investor outreach can resolve an important gap, but it can also reveal confidential deal context or burden a relationship. Strawberry can find a credible path and prepare the ask; contacting anyone remains a separate approved action.

Skill

Find and prepare a useful introduction

Verify the relationship path and prepare a considerate reference or expert introduction.

Skill

Write an investment memo

Carry accepted diligence into the investment case and decision record.

The final record leads with what the evidence changed, the supported findings, contradictions, calculations, risks, specialist reviews, and unresolved questions. It can inform an investment recommendation, but the companion does not approve, reject, vote on, or communicate the decision.

Preserve the method, not a generic checklist

After a reviewed run, the firm can save its workstreams, evidence hierarchy, calculation rules, and review points as a team skill. Those choices make later diligence more consistent; they should still adapt when the company, sector, stakes, or decision changes.

How to research an investment opportunity with AIBuild the preliminary company view that identifies the questions worth testing. How to review an investment pipeline with AIConnect diligence gaps and decisions back to the active pipeline.
Official Strawberry skill
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name
conduct-investment-due-diligence
description
Investigate the material questions behind a startup or private-company investment and produce a source-linked diligence record with findings, contradictions, risks, and unresolved questions. Use when an investor has decided to examine an opportunity beyond an initial screen; keep reference outreach, data-room access, and the final investment decision separately controlled.

Conduct Investment Due Diligence

Test the questions that could change the investment decision. Do not produce a generic company report or imply that more documents automatically create more certainty.

1. Agree on the questions and evidence bar

Clarify the opportunity, decision stage, check size or stakes, timeline, audience, and the claims or risks the work should test. Use the firm's thesis, screening work, founder conversations, existing memo, prior diligence, and accepted checklists when available.

Define the relevant workstreams rather than assuming all diligence looks the same. They may include market, product, customers, business model, go-to-market, competition, team, technology, financials, cap table, legal or regulatory exposure, security, references, and deal terms. Identify which questions need specialist legal, financial, technical, or other professional review.

Agree on a focused pass or deeper investigation before substantial research or data-room work.

2. Gather the right evidence

Use approved internal context and current external sources. In the browser, inspect the actual company materials, logged-in databases, data-room documents, customer evidence, filings, product, technical material, market research, competitor sources, news, and other relevant records. Keep the path visible so the user can inspect or take over.

Access to one folder or system does not authorize unrelated files, exports, downloads, or sharing. Confirm the company, room, scope, and sensitive-data conditions before entering or handling restricted material.

Treat company materials as claims to evaluate, not independent confirmation. Cross-check material assertions against primary records, calculations, third-party evidence, calls, or other suitable sources. Keep dates, definitions, and denominators visible.

3. Test, reconcile, and follow the gaps

For each material question:

  • state the claim or decision it affects;
  • show the strongest supporting and conflicting evidence;
  • distinguish facts, calculations, assumptions, interpretation, and missing evidence;
  • note source quality, currency, and access limitations; and
  • explain what could resolve the uncertainty.

Do not smooth over conflicting metrics, customer definitions, market estimates, ownership records, or versions of the story. Recalculate when the underlying data allows it and preserve the method.

Reference, customer, founder, expert, or co-investor outreach is a separate action. Use strawberry/operations/make-a-warm-introduction when a credible path matters, and prepare the request without revealing confidential deal context or contacting anyone without sufficient permission.

4. Deliver a decision-ready diligence record

Produce a concise record organized around the agreed questions. Lead with what the evidence changed and include:

  • supported findings and their sources;
  • contradictions, risks, and weak or stale evidence;
  • material calculations with assumptions;
  • unresolved questions and the best next way to test them;
  • specialist reviews still required; and
  • implications for the investment case, clearly marked as interpretation.

Use strawberry/venture-capital/write-an-investment-memo when the accepted evidence should become the firm's decision record. The companion may help articulate the case, but it does not autonomously approve, reject, vote on, or communicate an investment decision.

After feedback, offer to preserve the accepted workstreams, evidence standards, calculations, source hierarchy, and review points as a custom or team skill. Do not automate data-room access, reference outreach, or consequential decisions as a Routine.