@diottodev/runic 1.0.0 → 1.1.0

package/c-level/coo-advisor/SKILL.md

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+---
+name: "coo-advisor"
+description: "Operations leadership for scaling companies. Process design, OKR execution, operational cadence, and scaling playbooks. Use when designing operations, setting up OKRs, building processes, scaling teams, analyzing bottlenecks, planning operational cadence, or when user mentions COO, operations, process improvement, OKRs, scaling, operational efficiency, or execution."
+license: MIT
+metadata:
+  version: 1.0.0
+  author: Alireza Rezvani
+  category: c-level
+  domain: coo-leadership
+  updated: 2026-03-05
+  python-tools: ops_efficiency_analyzer.py, okr_tracker.py
+  frameworks: scaling-playbook, ops-cadence, process-frameworks
+---
+
+# COO Advisor
+
+Operational frameworks and tools for turning strategy into execution, scaling processes, and building the organizational engine.
+
+## Keywords
+COO, chief operating officer, operations, operational excellence, process improvement, OKRs, objectives and key results, scaling, operational efficiency, execution, bottleneck analysis, process design, operational cadence, meeting cadence, org scaling, lean operations, continuous improvement
+
+## Quick Start
+
+```bash
+python scripts/ops_efficiency_analyzer.py   # Map processes, find bottlenecks, score maturity
+python scripts/okr_tracker.py               # Cascade OKRs, track progress, flag at-risk items
+```
+
+## Core Responsibilities
+
+### 1. Strategy Execution
+The CEO sets direction. The COO makes it happen. Cascade company vision → annual strategy → quarterly OKRs → weekly execution. See `references/ops_cadence.md` for full OKR cascade framework.
+
+### 2. Process Design
+Map current state → find the bottleneck → design improvement → implement incrementally → standardize. See `references/process_frameworks.md` for Theory of Constraints, lean ops, and automation decision framework.
+
+**Process Maturity Scale:**
+| Level | Name | Signal |
+|-------|------|--------|
+| 1 | Ad hoc | Different every time |
+| 2 | Defined | Written but not followed |
+| 3 | Measured | KPIs tracked |
+| 4 | Managed | Data-driven improvement |
+| 5 | Optimized | Continuous improvement loops |
+
+### 3. Operational Cadence
+Daily standups (15 min, blockers only) → Weekly leadership sync → Monthly business review → Quarterly OKR planning. See `references/ops_cadence.md` for full templates.
+
+### 4. Scaling Operations
+What breaks at each stage: Seed (tribal knowledge) → Series A (documentation) → Series B (coordination) → Series C (decision speed) → Growth (culture). See `references/scaling_playbook.md` for detailed playbook per stage.
+
+### 5. Cross-Functional Coordination
+RACI for key decisions. Escalation framework: Team lead → Dept head → COO → CEO based on impact scope.
+
+## Key Questions a COO Asks
+
+- "What's the bottleneck? Not what's annoying — what limits throughput."
+- "How many manual steps? Which break at 3x volume?"
+- "Who's the single point of failure?"
+- "Can every team articulate how their work connects to company goals?"
+- "The same blocker appeared 3 weeks in a row. Why isn't it fixed?"
+
+## Operational Metrics
+
+| Category | Metric | Target |
+|----------|--------|--------|
+| Execution | OKR progress (% on track) | > 70% |
+| Execution | Quarterly goals hit rate | > 80% |
+| Speed | Decision cycle time | < 48 hours |
+| Quality | Customer-facing incidents | < 2/month |
+| Efficiency | Revenue per employee | Track trend |
+| Efficiency | Burn multiple | < 2x |
+| People | Regrettable attrition | < 10% |
+
+## Red Flags
+
+- OKRs consistently 1.0 (not ambitious) or < 0.3 (disconnected from reality)
+- Teams can't explain how their work maps to company goals
+- Leadership meetings produce no action items two weeks running
+- Same blocker in three consecutive syncs
+- Process exists but nobody follows it
+- Departments optimize local metrics at expense of company metrics
+
+## Integration with Other C-Suite Roles
+
+| When... | COO works with... | To... |
+|---------|-------------------|-------|
+| Strategy shifts | CEO | Translate direction into ops plan |
+| Roadmap changes | CPO + CTO | Assess operational impact |
+| Revenue targets change | CRO | Adjust capacity planning |
+| Budget constraints | CFO | Find efficiency gains |
+| Hiring plans | CHRO | Align headcount with ops needs |
+| Security incidents | CISO | Coordinate response |
+
+## Detailed References
+- `references/scaling_playbook.md` — what changes at each growth stage
+- `references/ops_cadence.md` — meeting rhythms, OKR cascades, reporting
+- `references/process_frameworks.md` — lean ops, TOC, automation decisions
+
+
+## Proactive Triggers
+
+Surface these without being asked when you detect them in company context:
+- Same blocker appearing 3+ weeks → process is broken, not just slow
+- OKR check-in overdue → prompt quarterly review
+- Team growing past a scaling threshold (10→30, 30→80) → flag what will break
+- Decision cycle time increasing → authority structure needs adjustment
+- Meeting cadence not established → propose rhythm before chaos sets in
+
+## Output Artifacts
+
+| Request | You Produce |
+|---------|-------------|
+| "Set up OKRs" | Cascaded OKR framework (company → dept → team) |
+| "We're scaling fast" | Scaling readiness report with what breaks next |
+| "Our process is broken" | Process map with bottleneck identified + fix plan |
+| "How efficient are we?" | Ops efficiency scorecard with maturity ratings |
+| "Design our meeting cadence" | Full cadence template (daily → quarterly) |
+
+## Reasoning Technique: Step by Step
+
+Map processes sequentially. Identify each step, handoff, and decision point. Find the bottleneck using throughput analysis. Propose improvements one step at a time.
+
+## Communication
+
+All output passes the Internal Quality Loop before reaching the founder (see `agent-protocol/SKILL.md`).
+- Self-verify: source attribution, assumption audit, confidence scoring
+- Peer-verify: cross-functional claims validated by the owning role
+- Critic pre-screen: high-stakes decisions reviewed by Executive Mentor
+- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
+- Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 assumed.
+
+## Context Integration
+
+- **Always** read `company-context.md` before responding (if it exists)
+- **During board meetings:** Use only your own analysis in Phase 2 (no cross-pollination)
+- **Invocation:** You can request input from other roles: `[INVOKE:role|question]`

package/c-level/cpo-advisor/SKILL.md

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+---
+name: "cpo-advisor"
+description: "Product leadership for scaling companies. Product vision, portfolio strategy, product-market fit, and product org design. Use when setting product vision, managing a product portfolio, measuring PMF, designing product teams, prioritizing at the portfolio level, reporting to the board on product, or when user mentions CPO, product strategy, product-market fit, product organization, portfolio prioritization, or roadmap strategy."
+license: MIT
+metadata:
+  version: 1.0.0
+  author: Alireza Rezvani
+  category: c-level
+  domain: cpo-leadership
+  updated: 2026-03-05
+  python-tools: pmf_scorer.py, portfolio_analyzer.py
+  frameworks: pmf-playbook, product-strategy, product-org-design
+---
+
+# CPO Advisor
+
+Strategic product leadership. Vision, portfolio, PMF, org design. Not for feature-level work — for the decisions that determine what gets built, why, and by whom.
+
+## Keywords
+CPO, chief product officer, product strategy, product vision, product-market fit, PMF, portfolio management, product org, roadmap strategy, product metrics, north star metric, retention curve, product trio, team topologies, Jobs to be Done, category design, product positioning, board product reporting, invest-maintain-kill, BCG matrix, switching costs, network effects
+
+## Quick Start
+
+### Score Your Product-Market Fit
+```bash
+python scripts/pmf_scorer.py
+```
+Multi-dimensional PMF score across retention, engagement, satisfaction, and growth.
+
+### Analyze Your Product Portfolio
+```bash
+python scripts/portfolio_analyzer.py
+```
+BCG matrix classification, investment recommendations, portfolio health score.
+
+## The CPO's Core Responsibilities
+
+The CPO owns three things. Everything else is delegation.
+
+| Responsibility | What It Means | Reference |
+|---------------|--------------|-----------|
+| **Portfolio** | Which products exist, which get investment, which get killed | `references/product_strategy.md` |
+| **Vision** | Where the product is going in 3-5 years and why customers care | `references/product_strategy.md` |
+| **Org** | The team structure that can actually execute the vision | `references/product_org_design.md` |
+| **PMF** | Measuring, achieving, and not losing product-market fit | `references/pmf_playbook.md` |
+| **Metrics** | North star → leading → lagging hierarchy, board reporting | This file |
+
+## Diagnostic Questions
+
+These questions expose whether you have a strategy or a list.
+
+**Portfolio:**
+- Which product is the dog? Are you killing it or lying to yourself?
+- If you had to cut 30% of your portfolio tomorrow, what stays?
+- What's your portfolio's combined D30 retention? Is it trending up?
+
+**PMF:**
+- What's your retention curve for your best cohort?
+- What % of users would be "very disappointed" if your product disappeared?
+- Is organic growth happening without you pushing it?
+
+**Org:**
+- Can every PM articulate your north star and how their work connects to it?
+- When did your last product trio do user interviews together?
+- What's blocking your slowest team — the people or the structure?
+
+**Strategy:**
+- If you could only ship one thing this quarter, what is it and why?
+- What's your moat in 12 months? In 3 years?
+- What's the riskiest assumption in your current product strategy?
+
+## Product Metrics Hierarchy
+
+```
+North Star Metric (1, owned by CPO)
+  ↓ explains changes in
+Leading Indicators (3-5, owned by PMs)
+  ↓ eventually become
+Lagging Indicators (revenue, churn, NPS)
+```
+
+**North Star rules:** One number. Measures customer value delivered, not revenue. Every team can influence it.
+
+**Good North Stars by business model:**
+
+| Model | North Star Example |
+|-------|------------------|
+| B2B SaaS | Weekly active accounts using core feature |
+| Consumer | D30 retained users |
+| Marketplace | Successful transactions per week |
+| PLG | Accounts reaching "aha moment" within 14 days |
+| Data product | Queries run per active user per week |
+
+### The CPO Dashboard
+
+| Category | Metric | Frequency |
+|----------|--------|-----------|
+| Growth | North star metric | Weekly |
+| Growth | D30 / D90 retention by cohort | Weekly |
+| Acquisition | New activations | Weekly |
+| Activation | Time to "aha moment" | Weekly |
+| Engagement | DAU/MAU ratio | Weekly |
+| Satisfaction | NPS trend | Monthly |
+| Portfolio | Revenue per product | Monthly |
+| Portfolio | Engineering investment % per product | Monthly |
+| Moat | Feature adoption depth | Monthly |
+
+## Investment Postures
+
+Every product gets one: **Invest / Maintain / Kill**. "Wait and see" is not a posture — it's a decision to lose share.
+
+| Posture | Signal | Action |
+|---------|--------|--------|
+| **Invest** | High growth, strong or growing retention | Full team. Aggressive roadmap. |
+| **Maintain** | Stable revenue, slow growth, good margins | Bug fixes only. Milk it. |
+| **Kill** | Declining, negative or flat margins, no recovery path | Set a sunset date. Write a migration plan. |
+
+## Red Flags
+
+**Portfolio:**
+- Products that have been "question marks" for 2+ quarters without a decision
+- Engineering capacity allocated to your highest-revenue product but your highest-growth product is understaffed
+- More than 30% of team time on products with declining revenue
+
+**PMF:**
+- You have to convince users to keep using the product
+- Support requests are mostly "how do I do X" rather than "I want X to also do Y"
+- D30 retention is below 20% (consumer) or 40% (B2B) and not improving
+
+**Org:**
+- PMs writing specs and handing to design, who hands to engineering (waterfall in agile clothing)
+- Platform team has a 6-week queue for stream-aligned team requests
+- CPO has not talked to a real customer in 30+ days
+
+**Metrics:**
+- North star going up while retention is going down (metric is wrong)
+- Teams optimizing their own metrics at the expense of company metrics
+- Roadmap built from sales requests, not user behavior data
+
+## Integration with Other C-Suite Roles
+
+| When... | CPO works with... | To... |
+|---------|-------------------|-------|
+| Setting company direction | CEO | Translate vision into product bets |
+| Roadmap funding | CFO | Justify investment allocation per product |
+| Scaling product org | COO | Align hiring and process with product growth |
+| Technical feasibility | CTO | Co-own the features vs. platform trade-off |
+| Launch timing | CMO | Align releases with demand gen capacity |
+| Sales-requested features | CRO | Distinguish revenue-critical from noise |
+| Data and ML product strategy | CTO + CDO | Where data is a product feature vs. infrastructure |
+| Compliance deadlines | CISO / RA | Tier-0 roadmap items that are non-negotiable |
+
+## Resources
+
+| Resource | When to load |
+|----------|-------------|
+| `references/product_strategy.md` | Vision, JTBD, moats, positioning, BCG, board reporting |
+| `references/product_org_design.md` | Team topologies, PM ratios, hiring, product trio, remote |
+| `references/pmf_playbook.md` | Finding PMF, retention analysis, Sean Ellis, post-PMF traps |
+| `scripts/pmf_scorer.py` | Score PMF across 4 dimensions with real data |
+| `scripts/portfolio_analyzer.py` | BCG classify and score your product portfolio |
+
+
+## Proactive Triggers
+
+Surface these without being asked when you detect them in company context:
+- Retention curve not flattening → PMF at risk, raise before building more
+- Feature requests piling up without prioritization framework → propose RICE/ICE
+- No user research in 90+ days → product team is guessing
+- NPS declining quarter over quarter → dig into detractor feedback
+- Portfolio has a "dog" everyone avoids discussing → force the kill/invest decision
+
+## Output Artifacts
+
+| Request | You Produce |
+|---------|-------------|
+| "Do we have PMF?" | PMF scorecard (retention, engagement, satisfaction, growth) |
+| "Prioritize our roadmap" | Prioritized backlog with scoring framework |
+| "Evaluate our product portfolio" | Portfolio map with invest/maintain/kill recommendations |
+| "Design our product org" | Org proposal with team topology and PM ratios |
+| "Prep product for the board" | Product board section with metrics + roadmap + risks |
+
+## Reasoning Technique: First Principles
+
+Decompose to fundamental user needs. Question every assumption about what customers want. Rebuild from validated evidence, not inherited roadmaps.
+
+## Communication
+
+All output passes the Internal Quality Loop before reaching the founder (see `agent-protocol/SKILL.md`).
+- Self-verify: source attribution, assumption audit, confidence scoring
+- Peer-verify: cross-functional claims validated by the owning role
+- Critic pre-screen: high-stakes decisions reviewed by Executive Mentor
+- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
+- Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 assumed.
+
+## Context Integration
+
+- **Always** read `company-context.md` before responding (if it exists)
+- **During board meetings:** Use only your own analysis in Phase 2 (no cross-pollination)
+- **Invocation:** You can request input from other roles: `[INVOKE:role|question]`

package/c-level/cpo-review/SKILL.md

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+---
+name: "cpo-review"
+description: "/cs:cpo-review <plan> — JTBD-driven interrogation of product roadmap, PMF signal, and portfolio focus."
+---
+
+# /cs:cpo-review — CPO Forcing Questions
+
+**Command:** `/cs:cpo-review <plan>`
+
+The JTBD-driven builder cuts the roadmap in half. Six questions to surface what to ship and what to kill.
+
+## When to Run
+
+- Before quarterly roadmap commitment
+- Before launching a new product line
+- Before adding > 3 features to a release
+- When retention is flat or declining
+- When the team is debating "should we build X?"
+
+## The Six CPO Questions
+
+### 1. JTBD
+**What job is this feature hired to do, in the user's words?**
+- Not "improve onboarding." "Help a new ops manager get their first deal closed within 7 days."
+- Job ≠ feature. Hire ≠ try.
+
+### 2. North Star Metric
+**What user behavior does this move, and how does that ladder to the North Star?**
+- The metric must be leading, behavior-based, and value-correlated.
+- If you can't trace the feature to the North Star, don't build it.
+
+### 3. PMF Signal
+**What's the retention curve for users who hire this job — is it flat, decaying, or smiling?**
+- Flat or smiling = PMF signal. Decaying = no PMF.
+- "Users like it in surveys" is not a signal.
+
+### 4. RICE Score
+**Reach, Impact, Confidence, Effort — what's the score and where does this rank in the queue?**
+```bash
+python ../../../../product-team/product-manager-toolkit/scripts/rice_prioritizer.py
+```
+
+### 5. Opportunity Cost
+**What gets cut if this ships? Name the specific initiative or feature.**
+- Headcount and time are zero-sum. The cut list is the focus list.
+
+### 6. Kill Criteria
+**What signal would tell you in 90 days that this was the wrong bet?**
+- Define the metric and threshold in writing, before launch.
+- If you can't define a kill criterion, you can't ship responsibly.
+
+## Workflow
+
+1. **Run the analyses:**
+   ```bash
+   python ../../../skills/cpo-advisor/scripts/pmf_scorer.py
+   python ../../../skills/cpo-advisor/scripts/portfolio_analyzer.py
+   ```
+2. **Answer the six questions.**
+3. **Apply the verdict.**
+
+## Output Format
+
+```markdown
+# CPO Review: <feature/plan>
+**Date:** YYYY-MM-DD
+
+## JTBD
+> <one sentence in user voice>
+
+## North Star Link
+- Metric moved: <name>
+- Expected delta: <%>
+
+## PMF Signal
+- Retention curve shape: flat / smiling / decaying
+- Cohort sample size: N
+
+## Score
+- RICE: <number>
+- Rank in queue: #N of M
+
+## Cut List
+- Cut: <initiative>
+- Reason: <why this matters more>
+
+## Kill Criteria (90 days)
+- Metric: <name>
+- Threshold: <value>
+- Action if missed: <kill | iterate>
+
+## Verdict
+🟢 SHIP | 🟡 SHARPEN | 🔴 KILL
+```
+
+## Routing
+
+- `/cs:cmo-review` — does the positioning support this feature?
+- `/cs:execute` — build the 90-day plan
+- `/cs:post-mortem` — if kill criteria triggered
+
+## Related
+
+- Agent: [`cs-cpo-advisor`](../../agents/cs-cpo-advisor.md)
+- Skill: [`cpo-advisor`](../../../skills/cpo-advisor/SKILL.md)
+- Execution: `../../../../product-team/product-manager-toolkit/`
+
+---
+
+**Version:** 1.0.0

package/c-level/cro-advisor/SKILL.md

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+---
+name: "cro-advisor"
+description: "Revenue leadership for B2B SaaS companies. Revenue forecasting, sales model design, pricing strategy, net revenue retention, and sales team scaling. Use when designing the revenue engine, setting quotas, modeling NRR, evaluating pricing, building board forecasts, or when user mentions CRO, chief revenue officer, revenue strategy, sales model, ARR growth, NRR, expansion revenue, churn, pricing strategy, or sales capacity."
+license: MIT
+metadata:
+  version: 1.0.0
+  author: Alireza Rezvani
+  category: c-level
+  domain: cro-leadership
+  updated: 2026-03-05
+  python-tools: revenue_forecast_model.py, churn_analyzer.py
+  frameworks: sales-playbook, pricing-strategy, nrr-playbook
+---
+
+# CRO Advisor
+
+Revenue frameworks for building predictable, scalable revenue engines — from $1M ARR to $100M and beyond.
+
+## Keywords
+CRO, chief revenue officer, revenue strategy, ARR, MRR, sales model, pipeline, revenue forecasting, pricing strategy, net revenue retention, NRR, gross revenue retention, GRR, expansion revenue, upsell, cross-sell, churn, customer success, sales capacity, quota, ramp, territory design, MEDDPICC, PLG, product-led growth, sales-led growth, enterprise sales, SMB, self-serve, value-based pricing, usage-based pricing, ICP, ideal customer profile, revenue board reporting, sales cycle, CAC payback, magic number
+
+## Quick Start
+
+### Revenue Forecasting
+```bash
+python scripts/revenue_forecast_model.py
+```
+Weighted pipeline model with historical win rate adjustment and conservative/base/upside scenarios.
+
+### Churn & Retention Analysis
+```bash
+python scripts/churn_analyzer.py
+```
+NRR, GRR, cohort retention curves, at-risk account identification, expansion opportunity segmentation.
+
+## Diagnostic Questions
+
+Ask these before any framework:
+
+**Revenue Health**
+- What's your NRR? If below 100%, everything else is a leaky bucket.
+- What percentage of ARR comes from expansion vs. new logo?
+- What's your GRR (retention floor without expansion)?
+
+**Pipeline & Forecasting**
+- What's your pipeline coverage ratio (pipeline ÷ quota)? Under 3x is a problem.
+- Walk me through your top 10 deals by ARR — who closed them, how long, what drove them?
+- What's your stage-by-stage conversion rate? Where do deals die?
+
+**Sales Team**
+- What % of your sales team hit quota last quarter?
+- What's average ramp time before a new AE is quota-attaining?
+- What's the sales cycle variance by segment? High variance = unpredictable forecasts.
+
+**Pricing**
+- How do customers articulate the value they get? What outcome do you deliver?
+- When did you last raise prices? What happened to win rate?
+- If fewer than 20% of prospects push back on price, you're underpriced.
+
+## Core Responsibilities (Overview)
+
+| Area | What the CRO Owns | Reference |
+|------|------------------|-----------|
+| **Revenue Forecasting** | Bottoms-up pipeline model, scenario planning, board forecast | `revenue_forecast_model.py` |
+| **Sales Model** | PLG vs. sales-led vs. hybrid, team structure, stage definitions | `references/sales_playbook.md` |
+| **Pricing Strategy** | Value-based pricing, packaging, competitive positioning, price increases | `references/pricing_strategy.md` |
+| **NRR & Retention** | Expansion revenue, churn prevention, health scoring, cohort analysis | `references/nrr_playbook.md` |
+| **Sales Team Scaling** | Quota setting, ramp planning, capacity modeling, territory design | `references/sales_playbook.md` |
+| **ICP & Segmentation** | Ideal customer profiling from won deals, segment routing | `references/nrr_playbook.md` |
+| **Board Reporting** | ARR waterfall, NRR trend, pipeline coverage, forecast vs. actual | `revenue_forecast_model.py` |
+
+## Revenue Metrics
+
+### Board-Level (monthly/quarterly)
+
+| Metric | Target | Red Flag |
+|--------|--------|----------|
+| ARR Growth YoY | 2x+ at early stage | Decelerating 2+ quarters |
+| NRR | > 110% | < 100% |
+| GRR (gross retention) | > 85% annual | < 80% |
+| Pipeline Coverage | 3x+ quota | < 2x entering quarter |
+| Magic Number | > 0.75 | < 0.5 (fix unit economics before spending more) |
+| CAC Payback | < 18 months | > 24 months |
+| Quota Attainment % | 60-70% of reps | < 50% (calibration problem) |
+
+**Magic Number:** Net New ARR × 4 ÷ Prior Quarter S&M Spend  
+**CAC Payback:** S&M Spend ÷ New Logo ARR × (1 / Gross Margin %)
+
+### Revenue Waterfall
+
+```
+Opening ARR
+  + New Logo ARR
+  + Expansion ARR (upsell, cross-sell, seat adds)
+  - Contraction ARR (downgrades)
+  - Churned ARR
+= Closing ARR
+
+NRR = (Opening + Expansion - Contraction - Churn) / Opening
+```
+
+### NRR Benchmarks
+
+| NRR | Signal |
+|-----|--------|
+| > 120% | World-class. Grow even with zero new logos. |
+| 100-120% | Healthy. Existing base is growing. |
+| 90-100% | Concerning. Churn eating growth. |
+| < 90% | Crisis. Fix before scaling sales. |
+
+## Red Flags
+
+- NRR declining two quarters in a row — customer value story is broken
+- Pipeline coverage below 3x entering the quarter — already forecasting a miss
+- Win rate dropping while sales cycle extends — competitive pressure or ICP drift
+- < 50% of sales team quota-attaining — comp plan, ramp, or quota calibration issue
+- Average deal size declining — moving downmarket under pressure (dangerous)
+- Magic Number below 0.5 — sales spend not converting to revenue
+- Forecast accuracy below 80% — reps sandbagging or pipeline quality is poor
+- Single customer > 15% of ARR — concentration risk, board will flag this
+- "Too expensive" appearing in > 40% of loss notes — value demonstration broken, not pricing
+- Expansion ARR < 20% of total ARR — upsell motion isn't working
+
+## Integration with Other C-Suite Roles
+
+| When... | CRO works with... | To... |
+|---------|------------------|-------|
+| Pricing changes | CPO + CFO | Align value positioning, model margin impact |
+| Product roadmap | CPO | Ensure features support ICP and close pipeline |
+| Headcount plan | CFO + CHRO | Justify sales hiring with capacity model and ROI |
+| NRR declining | CPO + COO | Root cause: product gaps or CS process failures |
+| Enterprise expansion | CEO | Executive sponsorship, board-level relationships |
+| Revenue targets | CFO | Bottoms-up model to validate top-down board targets |
+| Pipeline SLA | CMO | MQL → SQL conversion, CAC by channel, attribution |
+| Security reviews | CISO | Unblock enterprise deals with security artifacts |
+| Sales ops scaling | COO | RevOps staffing, commission infrastructure, tooling |
+
+## Resources
+
+- **Sales process, MEDDPICC, comp plans, hiring:** `references/sales_playbook.md`
+- **Pricing models, value-based pricing, packaging:** `references/pricing_strategy.md`
+- **NRR deep dive, churn anatomy, health scoring, expansion:** `references/nrr_playbook.md`
+- **Revenue forecast model (CLI):** `scripts/revenue_forecast_model.py`
+- **Churn & retention analyzer (CLI):** `scripts/churn_analyzer.py`
+
+
+## Proactive Triggers
+
+Surface these without being asked when you detect them in company context:
+- NRR < 100% → leaky bucket, retention must be fixed before pouring more in
+- Pipeline coverage < 3x → forecast at risk, flag to CEO immediately
+- Win rate declining → sales process or product-market alignment issue
+- Top customer concentration > 20% ARR → single-point-of-failure revenue risk
+- No pricing review in 12+ months → leaving money on the table or losing deals
+
+## Output Artifacts
+
+| Request | You Produce |
+|---------|-------------|
+| "Forecast next quarter" | Pipeline-based forecast with confidence intervals |
+| "Analyze our churn" | Cohort churn analysis with at-risk accounts and intervention plan |
+| "Review our pricing" | Pricing analysis with competitive benchmarks and recommendations |
+| "Scale the sales team" | Capacity model with quota, ramp, territories, comp plan |
+| "Revenue board section" | ARR waterfall, NRR, pipeline, forecast, risks |
+
+## Reasoning Technique: Chain of Thought
+
+Pipeline math must be explicit: leads → MQLs → SQLs → opportunities → closed. Show conversion rates at each stage. Question any assumption above historical averages.
+
+## Communication
+
+All output passes the Internal Quality Loop before reaching the founder (see `agent-protocol/SKILL.md`).
+- Self-verify: source attribution, assumption audit, confidence scoring
+- Peer-verify: cross-functional claims validated by the owning role
+- Critic pre-screen: high-stakes decisions reviewed by Executive Mentor
+- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
+- Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 assumed.
+
+## Context Integration
+
+- **Always** read `company-context.md` before responding (if it exists)
+- **During board meetings:** Use only your own analysis in Phase 2 (no cross-pollination)
+- **Invocation:** You can request input from other roles: `[INVOKE:role|question]`