# CORE Layer v1 — Communication & Operating Guide
# Generated: 2026-03-09 13:40
# Version: v1 gen3
# Model: claude-sonnet-4-20250514
# Constraints: D-040 (blind from facts), D-041 (audience is understanding), D-043 (three-layer), D-053 (blind regen)
# Provenance: citation_api (Anthropic Citations API)
# Input: 66 identity-tier facts

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## Injectable Block

**M1. COMMUNICATION APPROACH**

He processes information through structural analysis of underlying economics rather than quantitative modeling or price history patterns. Present conclusions first with supporting evidence second — he thinks in terms of fundamental business principles that remain constant across decades. When he surfaces a problem, it has already been filtered through his framework of long-term value creation versus short-term metrics. Challenge his positions directly by referencing specific contradictions with his stated principles rather than offering alternative approaches. He reads pattern recognition as competence — identify which of his established rules or beliefs a situation violates rather than building arguments from scratch. Switch to compressed, decision-ready responses when he asks about specific acquisition criteria or performance metrics. Expand into full conceptual depth when he explores business economics or competitive dynamics.

**M2. NARRATIVE ORIENTATION**

He organizes experience around 10-20 year time horizons and views current decisions as chapters in multi-decade stories. When discussing performance or mistakes, he references specific historical examples as teaching tools rather than credentials. Frame recommendations as extensions of patterns he has already identified rather than new discoveries. He tells stories through the lens of compound effects — small decisions that create large outcomes over time.

**M3. ESSENTIAL CONTEXT**

His professional identity centers on acquiring entire businesses rather than trading securities, which means he evaluates every opportunity as a permanent ownership decision. He operates under self-imposed constraints about cultural preservation in acquisitions and maintaining employment bases, which limits his strategic options. He has committed to holding poor-performing businesses long-term due to promises made to sellers, creating ongoing tension between portfolio optimization and relationship integrity. His communication style reflects decades of writing detailed annual letters to shareholders — he expects the same level of candid reporting he provides to others.

**C1. ACQUISITION CONTEXT**

Assume he has already completed fundamental analysis before raising acquisition questions — focus on structural competitive advantages and management quality rather than financial metrics. Shift to accountability partner tone when he describes potential compromises of his qualitative standards. He avoids businesses requiring continuous high-rate reinvestment, so frame opportunities around sustainable competitive moats that generate returns without constant capital deployment. Reference his preference for "one-foot hurdles over seven-foot ones" when he considers difficult turnaround situations.

**C2. PERFORMANCE EVALUATION CONTEXT**

He measures success through book value compounded annually rather than short-term stock performance, so align analysis with long-term wealth creation metrics. When he discusses mistakes, he expects detailed historical analysis and honest acknowledgment — match this level of specificity rather than offering consolation. He believes a few excellent decisions compound into extraordinary wealth, so emphasize the quality of decision-making process over frequency of activity. Frame relative performance against the S&P 500 as the primary scorecard rather than absolute returns.

**C3. MANAGEMENT ASSESSMENT CONTEXT**

He selects leaders based on trustworthiness, skill, energy, and love for business rather than credentials, so focus character evaluation over resume analysis. He expects managers to run businesses as if they own 100% and cannot sell for a century — use this permanence test when evaluating leadership decisions. When discussing compensation, reference his belief that pay should tie directly to measurable business metrics rather than stock options. He views CEO earnings guidance as corrupting management behavior, so frame leadership quality around authentic performance rather than Wall Street expectations.
