Where this goes
Today Zo Corp. does one arc: it reads your company, picks a goal worth nine days, and lays out the nine days.
That is a deliberate slice of something larger, and it is worth being plain about which parts are software and which are not yet. Reading, choosing, and planning are built. Running the nine days — the daily check-in, the morning plan, the drafted move, the report at the end — is done by hand at this stage. That is a choice, not an oversight: the fastest way to find out what a founder actually needs each morning is to do it for them before writing the code.
What it becomes is less a tool than a record that thinks.
It should know what happened last time. A second sprint that has forgotten the first one is worth much less than a second sprint that remembers the goal you missed and why. The repository is already the mechanism for this; nothing has to be invented to make it work.
It should be able to disagree with you. A system that only ever agrees is a notepad. The useful version notices that the goal you want is not the goal your company needs, and says so, with the reasoning in the log where you can argue back.
It should be worth handing to someone else. A cofounder, a new hire, an investor — the company's actual history, its goals, what moved and what did not. Not a deck assembled after the fact.