# Identify Issues In Counterparty Settlement Proposal > Guides counsel in producing a prioritized issues memorandum identifying legally unsupported, commercially unfavorable, and tactically problematic provisions in a settlement proposal. - Skill: `finchipaiorg/identify-issues-in-counterparty-settlement-proposal` (Agent Skill) - Install (CLI): `npx skillmds@latest add finchipaiorg/identify-issues-in-counterparty-settlement-proposal` - Raw SKILL.md: https://api.skillmd.com/api/skills/finchipaiorg/identify-issues-in-counterparty-settlement-proposal/raw - Safety review: pending - Works with: Claude Code, Claude.ai, OpenAI Codex - Category: Coding & Dev Tools - Author: FinchipAIOrg (https://skillmd.com/u/finchipaiorg) - Updated: 2026-09-22 - Page: https://skillmd.com/skills/finchipaiorg/identify-issues-in-counterparty-settlement-proposal --- # Skill: Identify Issues in Counterparty Settlement Proposal ## 1. Subject-matter triage - Treat the settlement proposal as a negotiated draft to be stress-tested against the litigation record, internal files, and any governing statute, rule, or policy regime that shapes settlement terms. - First determine whether the proposal is single-claim, multi-claim, or multi-party in scope; if multiple populations, periods, or claim buckets are implicated, enumerate them before analysis and assess each separately. - Identify whether the proposal is primarily monetary, release-driven, confidentiality-driven, or conduct-restriction-driven, because the dominant risk profile changes the issue order and response strategy. ## 2. Failure modes the skill is correcting - Analyst assesses a proposed settlement amount at a high level without decomposing how the other side’s formula arrives at that amount, missing legally unsupported elements that inflate the figure. - Analyst identifies that a non-disparagement clause is one-sided without explaining why mutuality is often expected in settlement drafting and without framing a responsive counter-position. - Analyst does not assess whether confidentiality carve-outs are so broad that they functionally undermine the confidentiality obligation. - Analyst reviews the release provisions without flagging when a release extends to the counterparty’s counsel or related professionals in a way that may be self-serving or may impair preservation of claims or defenses that should remain available. - Analyst spots problems but stops at description, without tying each problem to the source materials, the governing rule, and the practical consequence for the client. - Analyst mixes major legal defects with drafting nits, obscuring which terms should be negotiated first. ## 3. Legal frameworks / domain conventions that apply - Damages formula review: identify the population or base to which the proposed formula applies; test whether the proposal uses the correct class of affected persons or claims, rather than an artificially narrowed subset. - Counsel release review: if the proposal releases the other side’s counsel or similar professionals, assess whether that provision is overbroad, self-interested, or otherwise inappropriate given the dispute and any claims that may need to be preserved. - Fee methodology review: in fee-shifting or similar contexts, distinguish between lodestar-style analysis and percentage-based demands; assess whether the proposal uses a defensible method for the case type. - Unilateral non-disparagement: assess whether the clause binds only one side; where appropriate, analyze whether mutuality and a relevant statutory savings carve-out are needed. - Confidentiality carve-out interaction: identify all disclosure carve-outs; evaluate whether their combined scope leaves the confidentiality obligation meaningful in practice. - Claims carve-outs: if the proposal preserves specified claim types or statutory remedies, assess the practical significance of those carve-outs in light of the underlying dispute. - Tax allocation: where the proposal does not allocate settlement proceeds among relevant categories, assess whether the lack of allocation creates withholding, reporting, or risk-allocation issues and whether a clearer allocation should be proposed. - Use the governing settlement authority that actually controls the disputed term, whether it is a statute, regulation, rule of professional conduct, or common-law principle; do not state a legal defect without naming the rule that makes it a defect. ## 4. Analytical scaffolds - Start by extracting every operative term in the proposal and mapping each term to the corresponding support in the litigation file or internal materials. - For each issue, analyze: the proposal term, the deficiency, the controlling standard, the source-document cross-reference, the consequence for the client, and the recommended counter-position. - Quantify or scale the issue where the documents permit it, using source-based figures, dates, claim counts, exposure bands, or other concrete measures; avoid invented arithmetic. - When the proposal touches fees, releases, confidentiality, taxes, or conduct restrictions, test the provision against all interacting terms rather than in isolation. - Where the proposal is ambiguous, identify the ambiguity, explain why it matters commercially or legally, and propose the narrowest clarification that preserves the client’s position. - Separate negotiation leverage from legal defect: some provisions are objectionable because they are unsupported, others because they are strategically asymmetric, and others because they create operational friction. - Use an ordinal severity scale consistently across the memo, defined once at the outset, and apply it uniformly to each issue. - Close each issue with three moves: tie it to a source-based scale or threshold, cross-reference the related clause or document, and state the downstream consequence for the client. ## 5. Vertical / structural / temporal relationships - If the proposal references multiple documents, read them as an integrated set and note when one term is altered, narrowed, or expanded by another. - If obligations are staged over time, identify sequence-sensitive risks: what must happen before release, before payment, before dismissal, before public statement, or before mutual obligations become effective. - If a provision depends on later approval, execution, or verification, flag whether the condition creates leverage, delay risk, or uncertainty in enforceability. - If there is a mismatch between the settlement text and the litigation posture or internal record, identify whether the mismatch affects scope, consideration, timing, or enforceability. - When a release, confidentiality term, or covenant is temporally broad, check whether it reaches past disputes, unknown claims, future conduct, or post-settlement communications beyond what the record supports. ## 6. Output structure conventions - Write a prioritized issues memorandum, not a narrative summary. - Open with a brief severity key using an ordinal scale such as Critical, High, Medium, Low, and define it once. - Include a concise summary table listing each issue, its severity, the affected term, and the recommended response. - Organize the body by issue number, with the most consequential issues first. - For each issue, use a fixed internal sequence: proposal term; deficiency; controlling authority or governing convention; source tie-in; consequence; recommended counter-position. - Distinguish true deal-breakers from lower-priority drafting concerns so the reader can triage quickly. - End with a Recommended Actions block that uses imperative verbs, identifies the responsible role where the record indicates one, and gives a timing anchor tied to the settlement process or a source deadline. - Keep recommendations concrete and negotiation-oriented: narrow, delete, clarify, carve out, allocate, mutualize, or condition the disputed term as appropriate.