@oriro/orirocli 0.1.0

package/skills/business/biz-negotiation/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-negotiation
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Negotiation principles — principled negotiation, BATNA, salary negotiation,
+  vendor negotiations, deal-making, and conflict resolution. Activate for
+  questions about how to negotiate, salary negotiation, deal terms, pricing,
+  handling difficult negotiations, or any negotiation situation. Sources:
+  Harvard Negotiation Project (Getting to Yes principles), FBI negotiation
+  research, PON (Program on Negotiation) public resources.
+---
+
+# Negotiation
+
+## The foundational principle: focus on interests, not positions
+
+**Position:** What you say you want. ("I want $100,000 salary.")
+**Interest:** Why you want it. ("I need to cover rent, student loans, and feel valued for my skills.")
+
+Most negotiations fail when both sides argue positions.
+Successful negotiations explore underlying interests — often multiple ways to satisfy both.
+
+**Example:**
+Two people fighting over an orange.
+Position-based: Split it in half.
+Interest-based: One wanted the peel for a cake. One wanted the juice.
+Solution: One gets the peel. One gets the juice. Both get everything they wanted.
+
+---
+
+## BATNA (Best Alternative to a Negotiated Agreement)
+
+The most important concept in negotiation.
+Your BATNA = what you'll do if this negotiation fails.
+
+**Why it matters:**
+Strong BATNA = negotiating power. You can walk away.
+Weak BATNA = pressure to accept bad terms.
+
+**Before any negotiation:**
+
+1. Know your BATNA precisely.
+2. Estimate the other party's BATNA.
+3. Never accept terms worse than your BATNA.
+
+**Improving your BATNA:**
+Get competing offers before negotiating. Have options. Don't be desperate.
+
+**ZOPA (Zone of Possible Agreement):**
+Range between each party's reservation value (worst acceptable outcome).
+If ZOPA exists → deal is possible. If not → walk away.
+
+---
+
+## Salary negotiation
+
+**Research first:**
+
+- Glassdoor, Levels.fyi (for tech), LinkedIn Salary, Bureau of Labor Statistics
+- Talk to people in the same role at similar companies
+- Know the range before entering any conversation
+
+**The rules:**
+
+1. **Never give a number first if you can avoid it.** "I'd like to understand the full opportunity before discussing compensation. What is the budgeted range for this role?"
+
+2. **If forced to give a number:** Give a range where the bottom of your range is your target.
+
+3. **Anchor high.** First offers influence final outcomes disproportionately. Research shows people who anchor aggressively get better outcomes.
+
+4. **Always negotiate.** 85% of employers have room above their first offer. Less than 50% of candidates negotiate.
+
+5. **Total compensation, not just salary.** Negotiate: base salary, signing bonus, equity, PTO, remote work, title, start date.
+
+6. **Don't accept immediately.** "I'm excited about this opportunity. I'd like to take 24 hours to review the offer thoroughly."
+
+7. **Written offer before resignation.** Never resign from current job on verbal offer.
+
+**Script for counter-offer:**
+"Thank you for the offer — I'm genuinely excited about this opportunity. Based on my research into the market rate for this role and my [X years of specific experience], I was expecting something closer to $[X]. Is there flexibility to get closer to that number?"
+
+---
+
+## Multi-issue negotiations
+
+**Package trades:** When you have multiple issues, trade across dimensions.
+You might accept less on salary in exchange for more equity or flexibility.
+Never give a concession on one issue without getting something in return.
+
+**Logrolling:** Exchange low-value (to you) concessions for high-value gains.
+Identify what matters most to each party. Trade across different priorities.
+
+---
+
+## Negotiation tactics — and how to respond
+
+**Anchoring:** Opening with an extreme number to shift the range.
+Response: Don't anchor off their number. Bring your own research and make your own anchor.
+
+**Good cop/bad cop:** One negotiator is reasonable; the other is unreasonable.
+Response: Recognize the tactic. Ask to speak directly with the decision-maker.
+
+**Take it or leave it (false ultimatum):**
+Response: "I understand. Let me take some time to think about that." Then negotiate again next day.
+Most "final offers" aren't.
+
+**Time pressure:** "This offer expires tomorrow."
+Response: Real deals rarely expire in 24 hours. If it does, it probably wasn't right for you.
+
+**Nibbling:** After deal is made, asking for small additional concessions.
+Response: "We already reached agreement on the full package. I'm not comfortable reopening it."
+
+**Silence:** Long pauses after you make a statement.
+Response: Don't fill the silence. The discomfort is a tactic. Let it sit.
+
+---
+
+## Principled negotiation (Fisher & Ury)
+
+Four principles from "Getting to Yes":
+
+1. **Separate the people from the problem.**
+   Be hard on the problem, soft on the people.
+   Negotiation is not about winning against the other person.
+
+2. **Focus on interests, not positions.**
+   Explore the "why" behind demands.
+
+3. **Invent options for mutual gain.**
+   Brainstorm creatively before deciding. More options = better outcomes.
+
+4. **Insist on objective criteria.**
+   Base agreements on external standards (market rates, expert opinions, precedent).
+   "That's not what I'm asking for, but let's look at what comparable deals look like."
+
+---
+
+## Negotiations that fail — why
+
+1. Both sides bargain on positions with no exploration of interests
+2. One party has no BATNA → accepts terrible terms
+3. Emotional escalation → damage to relationship → walkaway
+4. Information imbalance → one party doesn't know the market
+5. Assuming the pie is fixed (distributive thinking vs. integrative)
+6. Agreeing under time pressure before exploring options
+
+Sources: Fisher, Ury, and Patton "Getting to Yes" principles (widely documented publicly),
+Harvard Program on Negotiation (pon.harvard.edu — free resources),
+FBI hostage negotiation research (public), Kahneman anchoring research (behavioral economics)

package/skills/business/biz-operations/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/business/biz-operations/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-operations
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Operations management — process design, supply chain, capacity planning,
+  inventory, quality systems, and operational efficiency. Activate for questions
+  about running operations, process improvement, supply chain, inventory management,
+  capacity planning, or any operations question. Sources: APICS, OpenStax Operations Management.
+---
+
+# Operations Management
+
+## Process design
+
+**Process flow diagram:** Map every step from input to output. Identify: activities, decision points, inputs, outputs, responsible parties.
+**Cycle time:** Time to complete one unit through entire process.
+**Throughput:** Units produced per unit time = 1/Cycle time.
+**Bottleneck:** Slowest step in the process. Throughput limited by bottleneck capacity. Improving non-bottleneck steps doesn't improve throughput.
+**Theory of Constraints (Goldratt):** Identify constraint → exploit it → subordinate everything else to it → elevate it → repeat.
+
+## Capacity planning
+
+**Capacity:** Maximum output rate of a facility or process.
+**Utilization:** Actual output / Design capacity. Target 80-85% to handle variability without backlogs.
+**Efficiency:** Actual output / Effective capacity.
+**Capacity strategy:**
+Lead strategy: Build capacity ahead of demand. Minimizes lost sales. Higher risk.
+Lag strategy: Build capacity after demand materializes. Lower risk. May lose customers.
+Match strategy: Add capacity in small increments as demand grows.
+
+## Inventory management
+
+**EOQ (Economic Order Quantity):** Minimizes total ordering + holding costs.
+EOQ = √(2DS/H) — D = annual demand, S = order cost, H = annual holding cost per unit.
+
+**ABC analysis:** Classify inventory by value.
+A items: top 20% by value = 80% of total inventory value. Tight control, frequent counts.
+B items: next 30% by value. Moderate control.
+C items: remaining 50% by value. Low control, bulk ordering.
+
+**Safety stock:** Buffer against demand/supply uncertainty.
+Safety stock = Z × σ_LT (Z = service level factor, σ_LT = standard deviation of demand during lead time)
+
+**Just-in-time (JIT):** Receive materials just before needed. Minimizes inventory. Requires reliable suppliers and stable demand.
+
+**Inventory turns:** COGS / Average Inventory. Higher = better (but not at expense of stockouts).
+Retail: 4-12×/year typical. Grocery: 20-30×. Automotive parts: 2-4×.
+
+## Supply chain management
+
+**Tiers:** Tier 1 = direct suppliers. Tier 2 = suppliers' suppliers. Visibility decreases with tier.
+**Make vs. Buy:** Make if: core competency, sensitive IP, insufficient supply. Buy if: commodity, specialized supplier capability, flexibility needed.
+**Supplier management:** Qualify, audit, develop. Concentration risk: > 50% from single supplier is fragile.
+**Lead time reduction:** Source locally (shorter lead time, higher cost). Reduce supplier lead time. Maintain safety stock.
+
+## Quality management systems
+
+**ISO 9001:** International standard for quality management systems. Process-based approach. Not about product quality — about having processes that consistently produce quality.
+**Key elements:** Customer focus, leadership, process approach, evidence-based decision making, continual improvement.
+**PDCA (Plan-Do-Check-Act):** Continuous improvement cycle. Plan improvements → implement → measure results → standardize or adjust.
+**Six Sigma DMAIC:** For breakthrough improvement projects (see manufacturing skill for detail).
+**Root cause analysis:** 5 Whys — ask why 5 times to get to root cause. Fishbone/Ishikawa diagram — categories of causes (Man, Method, Machine, Material, Mother Nature, Measurement).
+
+## KPIs for operations
+
+OEE (Overall Equipment Effectiveness) = Availability × Performance × Quality. World-class: >85%.
+OTIF (On-Time In-Full): % of orders delivered complete and on time. Target: >95%.
+First Pass Yield: % of units meeting spec without rework.
+Defects Per Million Opportunities (DPMO): Six Sigma metric.
+
+Sources: APICS Body of Knowledge, OpenStax Operations Management (CC-BY), Goldratt "The Goal" principles, ISO 9001:2015 standard summary

package/skills/business/biz-project/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/business/biz-project/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-project
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Project management — Agile, Scrum, Kanban, waterfall, planning, estimation,
+  risk management, and stakeholder communication. Activate for questions about
+  managing projects, planning sprints, writing user stories, managing timelines,
+  handling project risks, or any project management question. Sources: PMI PMBOK
+  principles, Agile Manifesto, Scrum Guide (CC), OpenStax Management.
+---
+
+# Project Management
+
+## Waterfall vs. Agile
+
+|              | Waterfall                              | Agile                            |
+| ------------ | -------------------------------------- | -------------------------------- |
+| Requirements | Fixed upfront                          | Evolve through iterations        |
+| Delivery     | Single large delivery at end           | Working software every 2-4 weeks |
+| Changes      | Expensive and disruptive               | Expected and welcome             |
+| Planning     | Detailed upfront                       | Continuous, just-in-time         |
+| Best for     | Fixed-scope, well-defined requirements | Complex, evolving products       |
+
+**Most software projects today use Agile.** Waterfall still common for construction, hardware, regulated industries.
+
+---
+
+## Scrum framework
+
+**Roles:**
+**Product Owner:** Defines what to build. Owns and prioritizes the backlog. Voice of the customer.
+**Scrum Master:** Facilitates Scrum process. Removes impediments. NOT a project manager.
+**Development Team:** Cross-functional team that builds the product. Self-organizing. 3-9 people.
+
+**Artifacts:**
+**Product Backlog:** Ordered list of everything that might be needed in the product. Product Owner owns it.
+**Sprint Backlog:** Subset selected for the current sprint. Team owns it.
+**Increment:** Working software produced each sprint.
+
+**Events:**
+**Sprint:** 1-4 week timebox (2 weeks is most common).
+**Sprint Planning:** Team selects backlog items for the sprint. Creates Sprint Backlog.
+**Daily Scrum (standup):** 15 minutes. Three questions:
+
+- What did I do yesterday?
+- What will I do today?
+- Any blockers?
+  **Sprint Review:** Demo working software to stakeholders. Get feedback.
+  **Sprint Retrospective:** Team reflects. What went well? What to improve?
+
+---
+
+## User Stories
+
+Format: **As a [user type], I want [feature/action] so that [benefit].**
+
+Good user story:
+"As a registered customer, I want to save my payment information so that I can checkout faster on future purchases."
+
+**INVEST criteria for good user stories:**
+
+- **I**ndependent: can be developed in any order
+- **N**egotiable: not a contract, can be adjusted
+- **V**aluable: delivers value to user or business
+- **E**stimable: team can size it
+- **S**mall: fits in one sprint
+- **T**estable: acceptance criteria are clear
+
+**Acceptance criteria:** Specific conditions that must be met for story to be "done."
+Given [context] / When [action] / Then [result] (Gherkin format)
+
+---
+
+## Story points and estimation
+
+Story points = relative measure of complexity, effort, and uncertainty. Not hours.
+
+**Planning Poker:**
+Each team member estimates using Fibonacci sequence: 1, 2, 3, 5, 8, 13, 21.
+Everyone reveals simultaneously. Discuss differences. Re-estimate if needed.
+
+**Velocity:** Average story points completed per sprint.
+Use for forecasting: 40 story points in backlog / 20 velocity = ~2 sprints.
+
+**Reliable after:** 3-4 sprints of data.
+
+---
+
+## Kanban
+
+Visual workflow management.
+**Columns (minimum):** To Do → In Progress → Done
+**Work in Progress (WIP) limits:** Maximum items in each column simultaneously.
+Enforces flow; prevents bottlenecks from hiding.
+
+**Kanban metrics:**
+Lead time: Total time from request to delivery.
+Cycle time: Time from start of work to delivery.
+Throughput: Number of items completed per unit time.
+
+**Kanban vs. Scrum:**
+Kanban: Continuous flow, no sprints, less ceremony. Good for operations and support.
+Scrum: Fixed iterations, defined ceremonies. Good for product development.
+
+---
+
+## Waterfall planning
+
+### Work Breakdown Structure (WBS)
+
+Hierarchical decomposition of all project work.
+Level 1: Project
+Level 2: Major deliverables
+Level 3: Work packages
+Level 4: Tasks
+
+Every task should be:
+
+- Assigned to one person
+- Estimable in time
+- Verifiable when complete
+
+### Critical Path Method (CPM)
+
+1. List all activities
+2. Estimate durations
+3. Identify dependencies
+4. Calculate earliest/latest start and finish
+5. Critical path: longest chain of dependent activities
+6. Float: slack time for non-critical activities
+
+Any delay on critical path = same delay in project completion.
+Focus management attention on critical path.
+
+### Gantt chart
+
+Horizontal bar chart showing tasks over time.
+Useful for communication; less useful for tracking complex dependencies.
+
+---
+
+## Risk management
+
+**Risk register:** Document identifying and tracking all project risks.
+For each risk:
+
+- Description
+- Probability (1-5 scale)
+- Impact (1-5 scale)
+- Risk score = Probability × Impact
+- Response: Avoid, Mitigate, Transfer, Accept
+- Owner
+- Status
+
+**Response strategies:**
+**Avoid:** Change plan to eliminate risk entirely.
+**Mitigate:** Reduce probability or impact (contingency plans).
+**Transfer:** Shift risk to third party (insurance, contractor).
+**Accept:** Acknowledge risk; no action taken (appropriate for low score).
+
+---
+
+## Stakeholder management
+
+**Stakeholder matrix:**
+High power, high interest → Manage closely
+High power, low interest → Keep satisfied
+Low power, high interest → Keep informed
+Low power, low interest → Monitor
+
+**Communication plan:**
+For each key stakeholder: what information, how often, in what format.
+Executive: Monthly summary dashboard.
+Team: Daily standups + weekly status.
+Customer: Sprint reviews + release notes.
+
+**Status reports (weekly):**
+
+- What was accomplished
+- What is planned for next period
+- Risks and issues
+- Help needed
+
+---
+
+## Definition of Done (DoD)
+
+Team-agreed checklist for what "done" means.
+Typical DoD:
+
+- [ ] Code reviewed by at least one other team member
+- [ ] Unit tests written and passing
+- [ ] Integration tests passing
+- [ ] Documentation updated
+- [ ] Deployed to staging environment
+- [ ] Acceptance criteria met
+- [ ] Product Owner accepted
+
+Sources: Scrum Guide (scrumguides.org — CC-BY-SA), Agile Manifesto (agilemanifesto.org),
+PMI PMBOK principles (pmi.org), OpenStax Principles of Management (CC-BY)

package/skills/business/biz-risk/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/business/biz-risk/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-risk
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Business risk management — risk identification, assessment, mitigation, business
+  continuity, and enterprise risk management. Activate for questions about
+  business risks, risk assessment, contingency planning, business continuity,
+  enterprise risk, or any risk management question. Sources: COSO ERM framework,
+  ISO 31000, FEMA business continuity guidance.
+---
+
+# Business Risk Management
+
+## Risk fundamentals
+
+**Risk = Probability × Impact**
+A high-probability, low-impact risk may be less important than a low-probability, catastrophic risk.
+**Risk appetite:** How much risk the organization is willing to accept to achieve its objectives.
+**Risk tolerance:** Acceptable variation around the risk appetite.
+
+## Risk categories (COSO framework)
+
+**Strategic:** Risks to achieving strategic objectives. Competition, technology disruption, market shifts.
+**Operational:** Risks in day-to-day operations. Process failures, IT outages, key person dependency.
+**Financial:** Market risk, credit risk, liquidity risk, currency risk.
+**Compliance:** Regulatory violations, legal liability, ethical failures.
+**Reputational:** Damage to brand and trust. Often downstream consequence of other risks.
+**Cyber:** Data breaches, ransomware, system failures, insider threats.
+
+## Risk assessment process
+
+**Step 1 — Identify:** Brainstorm, interview, review historical incidents, examine industry data.
+**Step 2 — Assess:** Rate probability (1-5) and impact (1-5). Plot on risk matrix.
+**Step 3 — Respond:**
+Avoid: Eliminate the risk by changing plans.
+Mitigate: Reduce probability or impact. Most common response.
+Transfer: Insurance, contracts, outsourcing.
+Accept: Consciously accept the risk (appropriate for low score or when treatment cost exceeds risk cost).
+**Step 4 — Monitor:** Track risks over time. New risks emerge; old risks change.
+
+## Risk register
+
+Document capturing all identified risks:
+| Risk ID | Description | Category | Probability | Impact | Score | Owner | Response | Status |
+Each risk has an owner who is accountable for monitoring and response.
+Review monthly in fast-changing environments; quarterly otherwise.
+
+## Business continuity planning (BCP)
+
+**Business Impact Analysis (BIA):** Which processes are most critical? How long can each be interrupted?
+RTO (Recovery Time Objective): How long can you be down?
+RPO (Recovery Point Objective): How much data loss can you tolerate?
+Tier 1 processes (< 4hr RTO): Core revenue-generating operations.
+Tier 2 (< 24hr): Important but not immediately critical.
+Tier 3 (< 72hr): Non-critical operations.
+
+**Disaster recovery:** Specifically for IT/technology recovery.
+Hot site: Fully equipped backup facility, near-immediate failover. Expensive.
+Warm site: Equipment present, needs configuration. Hours to activate.
+Cold site: Empty facility, bring your own equipment. Days to activate.
+Cloud backup: Most modern approach — often better RTO/RPO than traditional methods.
+
+**Business continuity plan components:**
+Emergency contact lists (updated quarterly), evacuation procedures, communication plan (internal + external), critical process recovery procedures, alternate work locations, supplier backup options.
+
+**Test your plan.** Untested plans fail when needed. Annual tabletop exercises minimum; live tests annually.
+
+## Key person dependency
+
+Single points of failure in human capital — common in small businesses.
+Identify: Whose absence (planned or unplanned) would significantly disrupt operations?
+Mitigate: Document critical processes, cross-train, succession planning, key-man insurance.
+
+## Cyber risk (basics)
+
+Phishing: #1 attack vector. Train employees. Email filtering. MFA on all accounts.
+Ransomware: Offline backups not connected to network. Test restoration regularly.
+Data breach: Encrypt sensitive data. Principle of least privilege. Incident response plan.
+Vendor risk: Your vendors' security posture affects you. Review key vendors' security practices.
+
+Sources: COSO ERM Framework (coso.org — free summaries), ISO 31000:2018 (principles),
+FEMA Business Continuity Planning guide (free, ready.gov), NIST Cybersecurity Framework (free)

package/skills/business/biz-sales/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.