@oriro/orirocli 0.1.0

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

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-sales
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Sales methodology — consultative selling, pipeline management, objection handling,
+  closing, outbound prospecting, and sales process design. Activate for questions
+  about how to sell, sales process, handling objections, closing deals, outbound
+  prospecting, building a sales team, or any sales question. Sources: Challenger Sale,
+  SPIN Selling principles, Sandler methodology, HubSpot Academy.
+---
+
+# Sales
+
+## Consultative selling fundamentals
+
+Move from "product pusher" to "trusted advisor."
+Core shift: Stop talking about your product. Start understanding their problem.
+The best sales call is 70% listening, 30% talking.
+
+**SPIN Selling (Rackham):**
+S — Situation questions: Understand current context. (Don't over-ask — research first.)
+P — Problem questions: Surface explicit problems or dissatisfactions.
+I — Implication questions: Help buyer understand consequences of the problem.
+N — Need-payoff questions: Get buyer to articulate the value of a solution.
+"What would it mean for your team if you could eliminate this problem?"
+
+**The Challenger Sale (Dixon & Adamson):**
+Top performers teach, tailor, and take control.
+Teach the customer something new about their business.
+Tailor the message to their specific concerns.
+Take control of the sales process diplomatically.
+Insight-led selling: Lead with a provocative insight → disrupt their thinking → demonstrate your value.
+
+## Sales process
+
+**Lead → Qualify → Discovery → Solution → Proposal → Negotiation → Close → Onboard**
+
+**Qualification (MEDDIC/BANT):**
+BANT: Budget (can they pay?), Authority (can they decide?), Need (is there a real problem?), Timeline (are they ready to buy?).
+MEDDIC (enterprise): Metrics, Economic buyer, Decision criteria, Decision process, Identify pain, Champion.
+Disqualify early — wasted time on unqualified deals kills sales teams.
+
+**Discovery call:** Purpose is to understand their world, not pitch your product.
+Key questions: Current situation? Desired situation? What's preventing them from getting there? What happens if they don't solve this? What have they tried?
+
+## Pipeline management
+
+**Opportunity stages:** Match to buyer's journey, not your selling process.
+Typical stages: Prospecting → Qualified → Discovery → Proposal → Negotiation → Closed Won/Lost
+
+**Win rate by stage:** Track ruthlessly. If 30% win from Proposal → Close, and you have $1M in proposal stage, you have ~$300K in pipeline.
+
+**Pipeline coverage:** Ratio of pipeline value to quota. Need 3-4× for 80%+ quota attainment.
+
+**Deal velocity:** Average deal cycle length. Longer = higher carry cost. Focus on stuck deals.
+
+## Objection handling
+
+**Listen fully before responding.** Most objections are questions or requests for more information.
+
+**Common objections and responses:**
+"It's too expensive": "What would the value of solving [problem] be worth to you?" or explore ROI. If genuinely unaffordable, disqualify.
+"We're happy with our current vendor": "What would make you consider a change?" or "When does your contract come up?" or "What do they do really well? What could be better?"
+"We don't have budget": "Is this a priority? If we could structure payment differently, would that help?" or "When does your budget cycle reset?"
+"I need to think about it": "Of course. What specific concerns would you like to think through?" (Get the real objection.)
+"Send me information": Often a polite brush-off. "I'd rather have a conversation to make sure it's relevant to you. What specifically were you hoping to learn?"
+
+## Outbound prospecting
+
+**Ideal Customer Profile (ICP):** Define precisely. Company size, industry, tech stack, pain indicators. Don't prospect outside ICP.
+**Prospecting sequence:** Multi-channel, spaced over 2-4 weeks. Email + LinkedIn + phone. 7-12 touches before giving up on a qualified prospect.
+**Cold email formula:** Relevance (why this person, why now) → Problem → Value → CTA (specific, low-friction).
+"I noticed [specific thing]. Companies like yours often struggle with [specific problem]. We helped [similar company] [specific result]. Worth a 20-minute call?"
+
+**LinkedIn prospecting:** Connect with note → Message with value → Follow up. Quality over quantity.
+
+## Closing
+
+**Ask for the business.** Surprising how many salespeople avoid this.
+"Based on everything we've discussed, does this make sense to move forward?"
+"What would need to happen to start [by date]?"
+"Are you ready to make this happen?"
+
+**Trial close (test commitment):** "If we could resolve [concern], would you be ready to move forward?"
+
+**Never discount without getting something in return.** "If we can get to that price, are you ready to sign today?"
+
+Sources: SPIN Selling principles (Rackham), Challenger Sale principles (Dixon & Adamson),
+Sandler Sales methodology, HubSpot Academy (free), LinkedIn Sales Solutions research

package/skills/business/biz-startup-ops/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-startup-ops/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-startup-ops
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Startup operations — legal entity setup, banking, accounting systems, hiring
+  the first team, remote work operations, and building operational foundations.
+  Activate for questions about starting a business operationally, setting up
+  banking, first hires, operational infrastructure, or startup ops questions.
+---
+
+# Startup Operations
+
+## Entity setup sequence
+
+1. Register LLC or C-Corp (state filing, ~1-7 days for most states)
+2. Get EIN (irs.gov, free, immediate)
+3. Open business bank account (bring EIN + articles of incorporation)
+4. Set up accounting (QuickBooks, Xero, or Wave for bootstrapped)
+5. Register for state taxes if applicable
+6. Set up payroll (Gusto, Rippling, or ADP TotalSource)
+
+## Business banking
+
+**Best options for startups:**
+Mercury (mercury.com): Built for startups. No fees. Good API. Virtual cards. Preferred by VC-backed companies.
+Relay: Good for multiple team members. Sub-accounts. No fees.
+Brex: Corporate cards + banking. Requires VC backing typically. High limits.
+Traditional: Chase Business, BofA Business — more bureaucracy but established.
+
+**Don't use personal accounts for business.** Even sole proprietors should have a separate account. Required to maintain liability protection for entities.
+
+## Accounting foundations
+
+**Chart of accounts:** Set up correctly from the start. Much harder to fix retroactively.
+**Bookkeeping:** Reconcile monthly. Categorize every transaction. Know where your money comes from and goes.
+**Revenue recognition:** For SaaS — recognize monthly as service is delivered, not when cash received.
+**Cash vs. accrual:** Cash is easier; accrual required for GAAP and useful for understanding business economics.
+**Monthly close:** Close the books monthly. Produce P&L and cash flow statement. Review them.
+
+## First hire decisions
+
+**Contractor first:** Less commitment, faster, no benefits. Good for testing fit and need.
+**Employee:** More control over how work is done, more commitment expected both ways, more legal complexity.
+**Biggest early hire mistake:** Hiring too early (before proven need) or too late (burning out founders before hiring).
+
+**Who to hire first (depends on the business):**
+
+- If technical bottleneck: engineer
+- If sales bottleneck: salesperson/BDR
+- If operational bottleneck: ops generalist
+- If founder bandwidth bottleneck: EA or chief of staff
+
+## Remote work infrastructure
+
+**Communication:** Slack/Teams for async; Zoom/Meet for sync; Loom for async video.
+**Documentation:** Notion, Confluence, or GitHub wiki for permanent knowledge.
+**Rule:** Default async. Synchronous time is precious. Reserve video calls for what truly requires them.
+**Over-document:** Write down decisions, context, and rationale. Future hires will thank you.
+**Time zones:** State your working hours. Set response time expectations. Respect evenings/weekends.
+
+## Vendor and supplier management
+
+**Master service agreements:** Standard contract with key vendors before project work starts.
+**Net terms:** As a startup, you'll often pay net 15 or net 30. As you grow, push for net 60.
+**Critical dependency:** Identify vendors where disruption would be severe. Have alternatives identified.
+
+Sources: SBA (sba.gov — free startup guides), Stripe Atlas guides (stripe.com/atlas — free), AngelList (for startup best practices, free)

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

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-strategy
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Business strategy — competitive analysis, market positioning, strategic
+  frameworks, business model design, competitive advantages, and strategic
+  planning. Activate for questions about how to compete, what strategy to
+  pursue, competitive analysis, business model canvas, Porter's five forces,
+  SWOT analysis, pricing strategy, market entry, or any strategic business
+  question. Sources: Harvard Business Review, MIT OCW Strategy, OpenStax
+  Business, Michael Porter's competitive strategy principles.
+---
+
+# Business Strategy
+
+## The fundamental strategic question
+
+**Strategy is choosing what NOT to do.**
+
+A strategy that tries to appeal to everyone succeeds for no one.
+The core of strategy: make trade-offs. Be the best option for a specific customer
+doing a specific job, at the expense of not being the best option for everyone else.
+
+**Three generic strategies (Porter):**
+
+1. **Cost leadership:** Be the lowest cost producer in the industry.
+2. **Differentiation:** Offer something customers value that competitors can't match.
+3. **Focus:** Serve a narrow market better than generalists can.
+
+Stuck in the middle (trying to be all three) = above-average risk, below-average returns.
+
+---
+
+## Porter's Five Forces
+
+Measures the competitive intensity and profitability of an industry.
+
+### 1. Threat of New Entrants
+
+High barriers to entry = better for incumbents.
+Barriers: economies of scale, brand loyalty, regulatory requirements, high capital requirements, network effects, switching costs.
+
+**Questions:** How easy is it for a new competitor to enter? What would it cost? How long would it take?
+
+### 2. Bargaining Power of Suppliers
+
+Few suppliers with unique inputs = strong supplier power = bad for you.
+**Reduce supplier power:** Multiple suppliers, backward integration, commodity inputs.
+
+### 3. Bargaining Power of Buyers
+
+Many choices + low switching costs = high buyer power = price pressure.
+**Reduce buyer power:** Differentiation, switching costs, fragmented buyer base, emotional connection.
+
+### 4. Threat of Substitutes
+
+Alternative ways customers can meet the same need (outside your industry).
+Uber is a substitute for car ownership. Zoom is a substitute for business travel.
+
+### 5. Industry Rivalry
+
+Number of competitors, growth rate, exit barriers, differentiation.
+Intense rivalry → price wars → reduced margins.
+
+**Most attractive industry:** High barriers to entry, low supplier power, low buyer power, few substitutes, moderate rivalry.
+
+---
+
+## Competitive advantage
+
+### Types of sustainable advantages
+
+**Cost advantage:** You produce at lower cost than competitors.
+Sources: scale, superior processes, proprietary technology, location, access to cheaper inputs.
+Risk: Someone always finds a cheaper way.
+
+**Differentiation advantage:** Customers prefer your product and pay more for it.
+Sources: brand, quality, features, service, relationships, technology.
+Risk: Differentiation erodes as competitors copy.
+
+**Network effects:** Value increases as more people use it (Facebook, Visa, WhatsApp).
+Sources: direct (users connect to users), indirect (more users attract developers/partners).
+Most durable advantage: very hard to replicate.
+
+**Switching costs:** Customers stay because leaving is expensive or painful.
+Sources: data lock-in, training costs, integration costs, habit.
+Examples: Salesforce CRM, enterprise software, banks.
+
+**Economies of scale:** Unit cost falls as volume increases.
+Fixed costs spread over more units; bulk purchasing power; specialization.
+
+### Testing your competitive advantage
+
+Ask: If a well-funded competitor decided to attack your market, what would stop them?
+If the answer is "not much," you lack a durable advantage.
+If the answer is "5+ years and $100M to replicate our network/brand/technology," you have a moat.
+
+---
+
+## Business Model Canvas (Osterwalder)
+
+Nine building blocks of a business model:
+
+| Block                      | Questions                                                                                |
+| -------------------------- | ---------------------------------------------------------------------------------------- |
+| **Customer Segments**      | Who are you creating value for? Which customers are most important?                      |
+| **Value Propositions**     | What problem do you solve? What need do you fulfill? What's better than the alternative? |
+| **Channels**               | How do you reach your customers? Through what touchpoints?                               |
+| **Customer Relationships** | What type of relationship? Personal? Automated? Community?                               |
+| **Revenue Streams**        | What value are customers paying for? How much? How?                                      |
+| **Key Resources**          | What assets are required (physical, intellectual, human, financial)?                     |
+| **Key Activities**         | What must you do well to deliver your value proposition?                                 |
+| **Key Partnerships**       | Who are your key partners and suppliers? What do you get from them?                      |
+| **Cost Structure**         | What are the most important costs? Which resources/activities are most expensive?        |
+
+**Use this:** Before building anything, map all nine blocks. Gaps become visible.
+
+---
+
+## SWOT Analysis
+
+|              | Helpful       | Harmful    |
+| ------------ | ------------- | ---------- |
+| **Internal** | Strengths     | Weaknesses |
+| **External** | Opportunities | Threats    |
+
+**Strengths:** What do you do well? What advantages do you have?
+**Weaknesses:** What do you do poorly? What should you avoid?
+**Opportunities:** What market trends help you? What gaps exist?
+**Threats:** What are competitors doing? What trends hurt you?
+
+**SWOT → TOWS (strategic options):**
+
+- SO (Strengths + Opportunities): Use strengths to exploit opportunities
+- WO (Weaknesses + Opportunities): Overcome weaknesses to exploit opportunities
+- ST (Strengths + Threats): Use strengths to reduce threat impact
+- WT (Weaknesses + Threats): Minimize weaknesses to avoid threats
+
+---
+
+## Market sizing
+
+### TAM, SAM, SOM
+
+**TAM (Total Addressable Market):** Everyone who could ever buy from you.
+**SAM (Serviceable Addressable Market):** Portion you can realistically reach.
+**SOM (Serviceable Obtainable Market):** Portion you can realistically capture in 3-5 years.
+
+**Top-down:** Start with industry data, carve out your segment.
+**Bottom-up:** Start with number of customers × average revenue per customer.
+
+Bottom-up is more credible with investors.
+
+Example (bottom-up for a local restaurant):
+
+- Local population: 100,000
+- % who eat out 2x/week: 30% = 30,000 people
+- Within delivery range: 20% = 6,000 people
+- Market share target: 5% = 300 customers
+- Average order: $25, 2x/month = $50/month per customer
+- Monthly revenue: $15,000
+- Annual: $180,000
+
+---
+
+## Pricing strategy
+
+### Cost-plus pricing
+
+Add desired profit margin to cost of production.
+Simple. But ignores what customers are willing to pay.
+Often leaves money on the table.
+
+### Value-based pricing
+
+Price = value delivered to customer.
+Best approach when value is clear and quantifiable.
+A product that saves a customer $100,000/year can be priced at $20,000+.
+
+### Competitive pricing
+
+Price relative to competitors.
+Necessary when customers can easily compare.
+Leads to margin compression unless differentiated.
+
+### Penetration pricing
+
+Start low to gain market share; raise prices later.
+Works when switching costs are high and network effects matter.
+Risk: customers balk at price increases; attracts price-sensitive customers.
+
+### Premium pricing
+
+Price high to signal quality and status.
+Works with genuine differentiation, strong brand, or status signaling.
+Apple, Rolex, luxury brands.
+
+### Freemium
+
+Give basic product free; charge for advanced features.
+Works when free version drives viral adoption; conversion rate typically 2-5%.
+Requires large free user base to be sustainable.
+
+---
+
+## Strategic planning process
+
+**Annual strategy cycle:**
+
+1. **Environmental scan:** What has changed? New competitors, technology, regulations, customer behavior?
+2. **Internal assessment:** What are we good at? Where do we fall short? (SWOT)
+3. **Strategic options:** What could we do? What should we focus on?
+4. **Strategic choice:** What will we do? What will we NOT do?
+5. **OKRs/Goals:** What does success look like? How will we measure it?
+6. **Resource allocation:** What gets funded? Who is responsible?
+7. **Execution:** Quarterly reviews. Adjust based on results.
+
+**OKRs (Objectives and Key Results):**
+Objective: Qualitative, inspiring, directional.
+Key Results: 3-5 measurable outcomes that indicate the objective is achieved.
+
+Example:
+Objective: "Become the go-to platform for freelance designers."
+KR1: 10,000 designer sign-ups by Q4.
+KR2: Net Promoter Score > 60.
+KR3: 40% of designers return within 30 days of first project.
+
+Sources: Michael Porter "Competitive Strategy" (principles),
+Osterwalder Business Model Canvas, Harvard Business Review open articles,
+OpenStax Principles of Management (CC-BY), MIT OCW Strategy courses

package/skills/business/biz-supply-chain-advanced/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-supply-chain-advanced/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-supply-chain-advanced
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Advanced supply chain — demand planning, inventory optimization, logistics,
+  procurement strategy, risk management, and ERP systems. Sources: APICS CSCP
+  (free summaries), MIT CTL OpenCourseWare (CC-BY).
+---
+
+# Advanced Supply Chain Management
+
+## Demand planning
+
+**Forecast methods:**
+Moving average: Simple. Good for stable demand.
+Exponential smoothing: Weights recent data more.
+Seasonal decomposition: Isolates trend, seasonality, residual.
+
+**MAPE (Mean Absolute Percentage Error):** Primary forecast accuracy metric.
+MAPE < 10% = excellent. 10-20% = good. 20-50% = reasonable. >50% = poor.
+
+**Demand sensing:** Use point-of-sale data (not orders) for short-term forecasts.
+
+## Inventory optimization
+
+**EOQ (Economic Order Quantity):** √(2DS/H)
+D = annual demand, S = order cost, H = holding cost per unit per year.
+
+**Safety stock:** z × σ_LT × √LT
+z = service level factor (1.65 for 95%), σ_LT = demand standard deviation, LT = lead time.
+
+**ABC analysis:** A items (20% SKUs, 80% value), B items (30% SKUs, 15% value), C items (50% SKUs, 5% value).
+Apply tighter control to A items.
+
+## Logistics and transportation
+
+**Incoterms 2020:** Define buyer/seller responsibility split.
+EXW = seller does nothing. DDP = seller does everything.
+FOB = seller loads at origin port. CIF = seller pays freight and insurance.
+
+**3PL vs 4PL:** 3PL provides logistics services. 4PL manages entire supply chain strategy.
+
+## Procurement strategy
+
+**Kraljic matrix:** Categorize spend by supply risk vs profit impact.
+Strategic items (high risk, high profit): Partner deeply.
+Leverage items (low risk, high profit): Competitive bidding.
+Bottleneck items (high risk, low profit): Secure supply, multiple sources.
+Routine items (low risk, low profit): Automate, simplify.
+
+## Supply chain risk
+
+**Disruption categories:** Single-source dependency, geographic concentration, natural disasters, geopolitical.
+**Mitigation:** Dual sourcing, inventory buffers, geographic diversification, nearshoring.
+**DDMRP (Demand-Driven MRP):** Position strategic buffers at decoupling points.
+
+## ERP systems
+
+SAP S/4HANA: Enterprise standard. Expensive. Deep functionality.
+Oracle ERP: Strong finance integration.
+NetSuite: Mid-market cloud. Good for growing businesses.
+Odoo: Open source. Free community version.
+
+Sources: APICS CSCP (apics.org — free introductory resources), MIT CTL OCW (CC-BY),
+Council of Supply Chain Management Professionals (free frameworks)

package/skills/business/fin-chartered-exams/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/fin-chartered-exams/SKILL.md

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+---
+watermark: ORIRO
+disable-model-invocation: true
+name: fin-chartered-exams
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Chartered professional exams — CFA (Levels 1-3), CA India (ICAI), ACCA, FRM.
+  Exam patterns, study strategy, and preparation guidance.
+  Sources: CFA Institute (free outlines), ICAI (free past papers), GARP (free samples).
+---
+
+# Chartered Professional Examinations
+
+## CFA (Chartered Financial Analyst)
+
+**Three levels:** Sequential. Pass each to proceed.
+**Pass rates:** Level 1 ~35-45%, Level 2 ~40-45%, Level 3 ~50-55%.
+**Experience required:** 4,000 hours relevant work for charter.
+
+### CFA Level 1 topic weights
+
+Ethics and Professional Standards: 15-20% (CRITICAL — tested all 3 levels).
+Financial Statement Analysis: 11-14%.
+Equity Investments: 10-12%.
+Fixed Income: 10-12%.
+Portfolio Management: 5-8%.
+
+### Study approach
+
+**Study hours:** Minimum 300 hours per level.
+**Resources:** CFA Institute curriculum (included with registration) + Schweser notes.
+**Free:** CFA Institute practice questions + mock exams included with registration.
+Ethics readings: Read multiple times. Critical for all three levels.
+
+### CFA Level 2 — Equity valuation emphasis
+
+Item set format: 88 MCQs in vignette format. Application of financial models.
+
+### CFA Level 3 — Portfolio management
+
+Constructed response (essay) + item sets.
+Institutional and individual portfolio management, asset allocation, risk management.
+
+## CA (Chartered Accountant) — India (ICAI)
+
+**Three stages:** Foundation → Intermediate → Final.
+**Articleship:** 3 years practical training (concurrent with Intermediate/Final).
+
+**CA Final (6 papers):**
+Group 1: Financial Reporting, Strategic Financial Management, Advanced Auditing.
+Group 2: Corporate Laws, Strategic Cost Management, Direct Tax Laws.
+**Difficulty:** 5-8% pass rates for both groups in some attempts.
+
+## ACCA (UK/Global)
+
+**13 exams + 3 years experience + Ethics module.**
+Applied Knowledge → Applied Skills → Strategic Professional.
+Exemptions available for recognized degree holders.
+
+## FRM (Financial Risk Manager) — GARP
+
+**Two exams:** FRM Part 1 (100 MCQ) → FRM Part 2 (80 MCQ).
+Part 1: Foundations of Risk, Quantitative Analysis, Financial Markets, Valuation.
+Part 2: Market Risk, Credit Risk, Operational Risk, Investment Management.
+**Pass rates:** Part 1 ~45%, Part 2 ~55%.
+
+Sources: CFA Institute (cfainstitute.org — free outlines and practice questions),
+ICAI (icai.org — free past papers), GARP (garp.org — free sample questions)

package/skills/camsnap/SKILL.md

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+---
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+watermark: ORIRO
+disable-model-invocation: true
+name: camsnap
+description: "Capture frames or clips from RTSP/ONVIF cameras."
+homepage: https://camsnap.ai
+metadata:
+  {
+    "oriro":
+      {
+        "emoji": "📸",
+        "requires": { "bins": ["camsnap"] },
+        "install":
+          [
+            {
+              "id": "brew",
+              "kind": "brew",
+              "formula": "oriro/tap/camsnap",
+              "bins": ["camsnap"],
+              "label": "Install camsnap (brew)",
+            },
+          ],
+      },
+  }
+---
+
+# camsnap
+
+Use `camsnap` to grab snapshots, clips, or motion events from configured cameras.
+
+Setup
+
+- Config file: `~/.config/camsnap/config.yaml`
+- Add camera: `camsnap add --name kitchen --host 192.168.0.10 --user user --pass pass`
+
+Common commands
+
+- Discover: `camsnap discover --info`
+- Snapshot: `camsnap snap kitchen --out shot.jpg`
+- Clip: `camsnap clip kitchen --dur 5s --out clip.mp4`
+- Motion watch: `camsnap watch kitchen --threshold 0.2 --action '...'`
+- Doctor: `camsnap doctor --probe`
+
+Notes
+
+- Requires `ffmpeg` on PATH.
+- Prefer a short test capture before longer clips.