@oriro/orirocli 0.1.0

package/skills/industry/industry-pharma/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/industry/industry-pharma/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: industry-pharma
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+
+
+
+
+
+
+
+
+
+  Pharmaceutical industry — drug development, clinical trials, regulatory pathway, IP, and pharma business model.
+  Sources: Industry-specific trade associations, regulatory guidance, and publicly available resources.
+---
+
+# Pharmaceutical Industry
+
+## Drug development process
+
+### Discovery and preclinical (5-10 years)
+
+Target identification: Which biological target (protein, receptor) to address?
+Hit/lead identification: Screen millions of compounds for activity at target.
+Lead optimization: Improve potency, selectivity, safety, and bioavailability.
+Preclinical testing: Animal studies for safety and preliminary efficacy.
+IND (Investigational New Drug) application filed with FDA.
+
+### Clinical trials (6-12 years)
+
+**Phase I:** First in humans. ~20-100 healthy volunteers. Safety, dosing, pharmacokinetics. Success rate: ~70%.
+**Phase II:** Small patient population (~100-500). Preliminary efficacy, optimal dose, safety. Success rate: ~40%.
+**Phase III:** Large randomized controlled trial (~1,000-3,000+ patients). Efficacy vs. standard of care. Success rate: ~65%.
+**Overall Phase I-III success:** Only ~12% of drugs that enter clinical trials make it to approval.
+
+### FDA review
+
+**NDA/BLA submission:** New Drug Application (small molecules) or Biologics License Application (biologics).
+PDUFA date: Review deadline (typically 12 months, 6 months for priority review).
+Advisory committee: External experts advise FDA (non-binding).
+**Priority review, Breakthrough therapy, Accelerated approval, Fast track:** Expedited pathways for serious conditions with unmet needs.
+
+## Key regulatory concepts
+
+**Bioequivalence:** Generic drugs must demonstrate equivalent absorption to brand drug. 80-125% CI on pharmacokinetic parameters.
+**505(b)(2) pathway:** Uses published data/prior approvals for reformulations or new indications.
+**Orphan drug designation:** For diseases affecting < 200,000 US patients. Benefits: 7-year exclusivity, fee waivers, tax credits.
+**Post-market surveillance:** Phase IV studies and safety monitoring after approval.
+
+## Intellectual property
+
+**Patent term:** 20 years from filing date. Effective patent life reduced by development time.
+**Data exclusivity:** Separate from patents. FDA won't approve generics for 5 years (NCE), 3 years (new indication), 12 years (biologics).
+**Patent cliff:** When key patents expire, generic/biosimilar competition can drop prices 80-90%.
+**Evergreening:** Extending patent protection through formulation changes, new indications, pediatric exclusivity.
+
+## Business model
+
+**High-risk, high-reward:** Average R&D cost per approved drug: $1-3 billion. Only 1 in 10,000 screened compounds reaches market.
+**Pricing power:** For novel drugs with no competition and significant clinical benefit, manufacturers have significant pricing power in US market (not in most other countries).
+**US vs. international pricing:** US prices often 3-10× higher than other developed countries due to lack of centralized price negotiation.
+**Generic market:** ~90% of US prescriptions by volume are generics. ~20% by spending.
+**Biosimilars:** Generic equivalents to biologics. More complex, more expensive to develop than small molecule generics.
+
+Sources: FDA (fda.gov — free drug approvals, guidance documents), Drugs@FDA database (free), PhRMA (phrma.org — free industry data), EvaluatePharma (limited free data), STAT News (free healthcare journalism)

package/skills/industry/industry-real-estate/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/industry/industry-real-estate/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: industry-real-estate
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Real estate industry — property development, brokerage, property management, commercial real estate, and market analysis.
+
+
+
+
+
+
+
+
+
+  Sources: Industry-specific trade associations, regulatory guidance, and publicly available resources.
+---
+
+# Real Estate Industry
+
+## The development process
+
+1. **Site selection:** Feasibility analysis. Demographics, traffic, competition, zoning.
+2. **Due diligence:** Title search, environmental (Phase I/II), survey, geotechnical, building inspection.
+3. **Entitlement:** Zoning approvals, variances, permits. Often most time-consuming stage (months to years).
+4. **Financing:** Construction loan (typically 65-75% LTC), equity raise, permanent financing commitment.
+5. **Construction:** GC selection (bid or negotiate), subcontractors, draws against construction loan.
+6. **Lease-up/Sale:** Marketing, broker relationships, lease negotiation.
+7. **Stabilization/Exit:** Reaching target occupancy (typically 90-95%). Refinance or sale.
+
+## Commercial real estate asset classes
+
+**Office:** Urban/suburban, Class A/B/C. Vacancy elevated post-COVID. Work-from-home structural headwind.
+**Industrial/Logistics:** Warehouses, distribution centers, manufacturing. Strongest sector — e-commerce demand.
+**Retail:** Enclosed malls declining. Power centers, grocery-anchored centers more resilient. "Experiential" retail growing.
+**Multifamily:** Apartments. Recession-resilient. Rising rents in supply-constrained markets.
+**Hospitality:** Hotels. Highly cyclical. Brand affiliation and revenue management critical.
+**Self-storage:** Counter-cyclical, recession-resilient.
+**Data centers:** Fastest-growing sector. AI demand driving. Power and cooling intensive.
+**Life sciences:** Labs and research facilities. High-barrier supply; strong demand.
+
+## Key metrics
+
+**NOI (Net Operating Income):** Revenue - Operating Expenses (not debt service). Core income metric.
+**Cap rate:** NOI / Value. See finance-real-estate skill.
+**Gross Lease:** Landlord pays most operating expenses. Tenant pays base rent only.
+**NNN (Triple Net Lease):** Tenant pays rent + real estate taxes + insurance + maintenance. Landlord has minimal expenses.
+**WALT (Weighted Average Lease Term):** Remaining lease duration weighted by rent. Longer = more valuable to investors.
+**Vacancy rate vs. absorption:** Market-level metrics. Positive absorption = tenants taking more space than vacating.
+
+## Brokerage and transactions
+
+**Listing broker (seller's agent) vs. Buyer's broker:** Fiduciary duty to respective clients.
+**CAP rate vs. GRM:** Different approaches to valuing the same income property.
+**Letter of Intent (LOI):** Non-binding expression of intent. Establishes key terms before drafting purchase agreement.
+**Purchase and Sale Agreement (PSA):** Binding contract. Includes: price, deposit, due diligence period, contingencies.
+**1031 Exchange:** Tax deferral on investment property sale. Must identify replacement within 45 days, close within 180.
+
+Sources: CBRE research (free market reports), JLL Research (free), Urban Land Institute (uli.org — some free), CoStar (limited free), NAIOP commercial real estate association (free resources)

package/skills/industry/industry-sports/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/industry/industry-sports/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: industry-sports
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+
+
+
+
+
+
+  Sports management — sports business, contracts, athlete management, sports science, and venue operations.
+
+
+
+  Sources: Industry-specific trade associations, regulatory guidance, and publicly available resources.
+---
+
+# Sports Management
+
+## Sports business economics
+
+### Revenue streams (professional sports)
+
+**Media rights:** Often 50-70% of league revenue. NFL: ~$110B+ in TV deals. NBA, MLB, NHL: Significant TV/streaming rights.
+**Ticket sales:** Gate receipts. Suite/premium seating is disproportionately valuable.
+**Sponsorships:** Jersey patches, naming rights (stadium), presenting sponsors, official partners.
+**Merchandise/licensing:** Team-branded products. League-controlled licensing.
+**Venue:** Concerts, events when team not playing.
+**Expansion/franchise fees:** New teams paying into the league.
+
+### Player contracts and salary caps
+
+**Salary cap:** Maximum team payroll. Hard cap (NHL, NFL) vs. luxury tax soft cap (NBA, MLB).
+**Guaranteed vs. non-guaranteed:** NFL contracts mostly non-guaranteed; NBA mostly guaranteed.
+**Collective Bargaining Agreement (CBA):** Agreement between league and players' union governing all terms. Governs revenue split, salary caps, free agency, arbitration, discipline.
+**Arbitration (MLB):** Salary determined by arbitrator based on comparable players. Players typically eligible after 3 years.
+**Free agency:** After CBA-determined service time, can negotiate with any team.
+
+## Athlete representation
+
+### Agent's role
+
+Negotiate contracts, endorsements, appearance fees. Manage career.
+NFLPA/NBPA/MLBPA: Player associations certify agents.
+**Standard commission:** 3-5% of contracts, 10-20% of endorsements.
+**Fiduciary duty:** Agent must act in client's best interest. Conflicts of interest strictly regulated.
+
+### Sports science
+
+**Performance optimization:** Sports science staff (strength/conditioning, sports medicine, analytics).
+**Load management:** Monitoring training and competitive workload to prevent injury. GPS tracking, heart rate variability, sleep monitoring.
+**Biomechanics:** Video analysis of movement mechanics. Injury prevention and technique optimization.
+**Sports psychology:** Mental performance coaching. Visualization, focus techniques, pressure management.
+
+## Venue operations
+
+**Facility management:** Building systems, security, event operations.
+**Revenue maximization:** Concert bookings, private events, suites/hospitality packages.
+**Fan experience:** Food and beverage, technology (wifi, cashless payments, mobile ordering), wayfinding.
+**Sustainability:** LEED certification for venues, food waste reduction, renewable energy.
+
+## Sports media
+
+**Broadcast rights:** Local (regional sports networks) + national (network TV, streaming).
+**Cord-cutting impact:** RSN (Regional Sports Network) model under stress. Direct-to-consumer streaming migration.
+**Social media:** Teams generate significant content. Fan engagement platforms.
+
+Sources: Sports Business Journal (sportsbusinessjournal.com — limited free), SMRI Sports Management Research Institute, NASSM (nassm.com), league CBAs (often publicly available)

package/skills/industry/industry-tech-startup/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/industry/industry-tech-startup/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: industry-tech-startup
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Tech startup ecosystem — venture capital, startup stages, accelerators, product-
+  market fit, growth, fundraising, startup culture, and the path from idea to IPO.
+  Activate for questions about starting a tech company, raising VC, product-market
+  fit, startup metrics, or any startup ecosystem question.
+---
+
+# Tech Startup Ecosystem
+
+## Startup stages
+
+### Pre-seed
+
+**Stage:** Idea → MVP
+**Capital:** $0-500K. Founders, friends, family, angels.
+**Goal:** Build something users love (narrow cohort). Find product-market fit signal.
+**Metrics:** Engagement from early users, qualitative validation.
+**Burn rate:** Minimal. Typically 2 founders + cloud costs.
+
+### Seed
+
+**Stage:** MVP → Early traction
+**Capital:** $500K-$3M. Seed funds, angels, super angels.
+**Goal:** Prove product-market fit. Build initial growth engine.
+**Metrics:** Consistent MoM growth (15-20%+), retention, early unit economics.
+
+### Series A
+
+**Stage:** Product-market fit → Scaling
+**Capital:** $3-15M. Institutional VCs.
+**Goal:** Prove scalable growth engine. Build team to execute.
+**Metrics:** $1M+ ARR, 3× YoY growth, NRR > 100%.
+
+### Series B and beyond
+
+Scale further. Expand markets. Hire leadership team. Move toward profitability.
+
+## Product-market fit
+
+**Definition (Marc Andreessen):** "Product-market fit means being in a good market with a product that can satisfy that market."
+**Signs you have it:** Users come back without prompting. Word of mouth. Clear pull from market. Hard to keep up with demand.
+**Sean Ellis test:** "How would you feel if you could no longer use this product?" If > 40% say "very disappointed" → PMF signal.
+**Retention-led:** High retention is the clearest PMF signal. If users come back week after week, you have something.
+
+## Fundraising from VCs
+
+**How VCs work:** Raise a fund from LPs (pension funds, endowments, family offices) → Deploy into ~20-30 companies over 2-3 years → Try to return 3× the fund.
+**What they need:** A few breakout winners (10-100×) to make the math work. Therefore: They invest in companies that can be very large.
+
+**What VCs evaluate:**
+Team (most important at early stage): Do these founders have the skills and drive to build this?
+Market: Is this a large market worth competing for?
+Product: Is there something differentiated and defensible?
+Traction: Does early data support the thesis?
+
+**The raise process:**
+Warm intro > cold outreach. Research before meeting. Know their portfolio.
+Lead investor → term sheet → diligence → close.
+Target 20-40 relevant investors. Close in 6-12 weeks for speed signaling.
+
+## Accelerators
+
+**YC (Y Combinator):** Most prestigious. 3-month program. $500K for 7% equity. Batch of ~200 companies.
+**Demo day:** Pitch to hundreds of investors. Most valuable outcome.
+**Top accelerators:** YC, Techstars, 500 Global, Antler, a16z START.
+
+## Startup culture and operations
+
+**Speed:** Default to action. Perfect is the enemy of shipped.
+**Small teams:** 2-person teams move 10× faster than 10-person teams. Hire slowly, fire quickly.
+**Transparency:** Share metrics, challenges, wins with the whole team.
+**Equity culture:** Options as compensation. Every employee should feel like an owner.
+**OKRs:** Quarterly objectives and key results. Align the whole team.
+**Board management:** VC board members are partners, not bosses. But they can fire you. Build trust proactively.
+
+Sources: Paul Graham essays (paulgraham.com — free), Y Combinator startup resources (ycombinator.com/library — free), Peter Thiel "Zero to One" (principles), Ben Horowitz "The Hard Thing About Hard Things" (principles), Sequoia arc.sequoiacap.com (free)

package/skills/internal-comms/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.

package/skills/internal-comms/SKILL.md

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+---
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+watermark: ORIRO
+disable-model-invocation: true
+name: internal-comms
+description: A set of resources to help me write all kinds of internal communications, using the formats that my company likes to use. Claude should use this skill whenever asked to write some sort of internal communications (status reports, leadership updates, 3P updates, company newsletters, FAQs, incident reports, project updates, etc.).
+---
+
+## When to use this skill
+
+To write internal communications, use this skill for:
+
+- 3P updates (Progress, Plans, Problems)
+- Company newsletters
+- FAQ responses
+- Status reports
+- Leadership updates
+- Project updates
+- Incident reports
+
+## How to use this skill
+
+To write any internal communication:
+
+1. **Identify the communication type** from the request
+2. **Load the appropriate guideline file** from the `examples/` directory:
+   - `examples/3p-updates.md` - For Progress/Plans/Problems team updates
+   - `examples/company-newsletter.md` - For company-wide newsletters
+   - `examples/faq-answers.md` - For answering frequently asked questions
+   - `examples/general-comms.md` - For anything else that doesn't explicitly match one of the above
+3. **Follow the specific instructions** in that file for formatting, tone, and content gathering
+
+If the communication type doesn't match any existing guideline, ask for clarification or more context about the desired format.
+
+## Keywords
+
+3P updates, company newsletter, company comms, weekly update, faqs, common questions, updates, internal comms

package/skills/internal-comms/examples/3p-updates.md

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+## Instructions
+
+You are being asked to write a 3P update. 3P updates stand for "Progress, Plans, Problems." The main audience is for executives, leadership, other teammates, etc. They're meant to be very succinct and to-the-point: think something you can read in 30-60sec or less. They're also for people with some, but not a lot of context on what the team does.
+
+3Ps can cover a team of any size, ranging all the way up to the entire company. The bigger the team, the less granular the tasks should be. For example, "mobile team" might have "shipped feature" or "fixed bugs," whereas the company might have really meaty 3Ps, like "hired 20 new people" or "closed 10 new deals."
+
+They represent the work of the team across a time period, almost always one week. They include three sections:
+
+1. Progress: what the team has accomplished over the next time period. Focus mainly on things shipped, milestones achieved, tasks created, etc.
+2. Plans: what the team plans to do over the next time period. Focus on what things are top-of-mind, really high priority, etc. for the team.
+3. Problems: anything that is slowing the team down. This could be things like too few people, bugs or blockers that are preventing the team from moving forward, some deal that fell through, etc.
+
+Before writing them, make sure that you know the team name. If it's not specified, you can ask explicitly what the team name you're writing for is.
+
+## Tools Available
+
+Whenever possible, try to pull from available sources to get the information you need:
+
+- Slack: posts from team members with their updates - ideally look for posts in large channels with lots of reactions
+- Google Drive: docs written from critical team members with lots of views
+- Email: emails with lots of responses of lots of content that seems relevant
+- Calendar: non-recurring meetings that have a lot of importance, like product reviews, etc.
+
+Try to gather as much context as you can, focusing on the things that covered the time period you're writing for:
+
+- Progress: anything between a week ago and today
+- Plans: anything from today to the next week
+- Problems: anything between a week ago and today
+
+If you don't have access, you can ask the user for things they want to cover. They might also include these things to you directly, in which case you're mostly just formatting for this particular format.
+
+## Workflow
+
+1. **Clarify scope**: Confirm the team name and time period (usually past week for Progress/Problems, next
+   week for Plans)
+2. **Gather information**: Use available tools or ask the user directly
+3. **Draft the update**: Follow the strict formatting guidelines
+4. **Review**: Ensure it's concise (30-60 seconds to read) and data-driven
+
+## Formatting
+
+The format is always the same, very strict formatting. Never use any formatting other than this. Pick an emoji that is fun and captures the vibe of the team and update.
+
+[pick an emoji] [Team Name] (Dates Covered, usually a week)
+Progress: [1-3 sentences of content]
+Plans: [1-3 sentences of content]
+Problems: [1-3 sentences of content]
+
+Each section should be no more than 1-3 sentences: clear, to the point. It should be data-driven, and generally include metrics where possible. The tone should be very matter-of-fact, not super prose-heavy.

package/skills/internal-comms/examples/company-newsletter.md

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+## Instructions
+
+You are being asked to write a company-wide newsletter update. You are meant to summarize the past week/month of a company in the form of a newsletter that the entire company will read. It should be maybe ~20-25 bullet points long. It will be sent via Slack and email, so make it consumable for that.
+
+Ideally it includes the following attributes:
+
+- Lots of links: pulling documents from Google Drive that are very relevant, linking to prominent Slack messages in announce channels and from executives, perhgaps referencing emails that went company-wide, highlighting significant things that have happened in the company.
+- Short and to-the-point: each bullet should probably be no longer than ~1-2 sentences
+- Use the "we" tense, as you are part of the company. Many of the bullets should say "we did this" or "we did that"
+
+## Tools to use
+
+If you have access to the following tools, please try to use them. If not, you can also let the user know directly that their responses would be better if they gave them access.
+
+- Slack: look for messages in channels with lots of people, with lots of reactions or lots of responses within the thread
+- Email: look for things from executives that discuss company-wide announcements
+- Calendar: if there were meetings with large attendee lists, particularly things like All-Hands meetings, big company announcements, etc. If there were documents attached to those meetings, those are great links to include.
+- Documents: if there were new docs published in the last week or two that got a lot of attention, you can link them. These should be things like company-wide vision docs, plans for the upcoming quarter or half, things authored by critical executives, etc.
+- External press: if you see references to articles or press we've received over the past week, that could be really cool too.
+
+If you don't have access to any of these things, you can ask the user for things they want to cover. In this case, you'll mostly just be polishing up and fitting to this format more directly.
+
+## Sections
+
+The company is pretty big: 1000+ people. There are a variety of different teams and initiatives going on across the company. To make sure the update works well, try breaking it into sections of similar things. You might break into clusters like {product development, go to market, finance} or {recruiting, execution, vision}, or {external news, internal news} etc. Try to make sure the different areas of the company are highlighted well.
+
+## Prioritization
+
+Focus on:
+
+- Company-wide impact (not team-specific details)
+- Announcements from leadership
+- Major milestones and achievements
+- Information that affects most employees
+- External recognition or press
+
+Avoid:
+
+- Overly granular team updates (save those for 3Ps)
+- Information only relevant to small groups
+- Duplicate information already communicated
+
+## Example Formats
+
+:megaphone: Company Announcements
+
+- Announcement 1
+- Announcement 2
+- Announcement 3
+
+:dart: Progress on Priorities
+
+- Area 1
+  - Sub-area 1
+  - Sub-area 2
+  - Sub-area 3
+- Area 2
+  - Sub-area 1
+  - Sub-area 2
+  - Sub-area 3
+- Area 3
+  - Sub-area 1
+  - Sub-area 2
+  - Sub-area 3
+
+:pillar: Leadership Updates
+
+- Post 1
+- Post 2
+- Post 3
+
+:thread: Social Updates
+
+- Update 1
+- Update 2
+- Update 3

package/skills/internal-comms/examples/faq-answers.md

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+## Instructions
+
+You are an assistant for answering questions that are being asked across the company. Every week, there are lots of questions that get asked across the company, and your goal is to try to summarize what those questions are. We want our company to be well-informed and on the same page, so your job is to produce a set of frequently asked questions that our employees are asking and attempt to answer them. Your singular job is to do two things:
+
+- Find questions that are big sources of confusion for lots of employees at the company, generally about things that affect a large portion of the employee base
+- Attempt to give a nice summarized answer to that question in order to minimize confusion.
+
+Some examples of areas that may be interesting to folks: recent corporate events (fundraising, new executives, etc.), upcoming launches, hiring progress, changes to vision or focus, etc.
+
+## Tools Available
+
+You should use the company's available tools, where communication and work happens. For most companies, it looks something like this:
+
+- Slack: questions being asked across the company - it could be questions in response to posts with lots of responses, questions being asked with lots of reactions or thumbs up to show support, or anything else to show that a large number of employees want to ask the same things
+- Email: emails with FAQs written directly in them can be a good source as well
+- Documents: docs in places like Google Drive, linked on calendar events, etc. can also be a good source of FAQs, either directly added or inferred based on the contents of the doc
+
+## Formatting
+
+The formatting should be pretty basic:
+
+- _Question_: [insert question - 1 sentence]
+- _Answer_: [insert answer - 1-2 sentence]
+
+## Guidance
+
+Make sure you're being holistic in your questions. Don't focus too much on just the user in question or the team they are a part of, but try to capture the entire company. Try to be as holistic as you can in reading all the tools available, producing responses that are relevant to all at the company.
+
+## Answer Guidelines
+
+- Base answers on official company communications when possible
+- If information is uncertain, indicate that clearly
+- Link to authoritative sources (docs, announcements, emails)
+- Keep tone professional but approachable
+- Flag if a question requires executive input or official response

package/skills/internal-comms/examples/general-comms.md

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+## Instructions
+
+You are being asked to write internal company communication that doesn't fit into the standard formats (3P
+updates, newsletters, or FAQs).
+
+Before proceeding:
+
+1. Ask the user about their target audience
+2. Understand the communication's purpose
+3. Clarify the desired tone (formal, casual, urgent, informational)
+4. Confirm any specific formatting requirements
+
+Use these general principles:
+
+- Be clear and concise
+- Use active voice
+- Put the most important information first
+- Include relevant links and references
+- Match the company's communication style

package/skills/legal/legal-business/LICENSE

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+MIT License
+
+Copyright (c) 2026 ORIRO.ai
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.