@oriro/orirocli 0.1.11 → 0.1.12

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

@@ -1,61 +1,61 @@
----
-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)
+---
+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

@@ -1,21 +1,21 @@
-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.
+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

@@ -1,71 +1,71 @@
----
-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)
+---
+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

@@ -1,21 +1,21 @@
-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.
+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

@@ -1,82 +1,82 @@
----
-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)
+---
+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

@@ -1,21 +1,21 @@
-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.
+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

@@ -1,38 +1,38 @@
----
-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
+---
+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