@oriro/orirocli 0.1.11 → 0.1.12

package/skills/technical/pricing-design/SKILL.md

@@ -1,87 +1,87 @@
----
-watermark: ORIRO
-name: pricing-design
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-
-
-
-
-  Pricing strategy for tech products — value-based pricing, tiers, freemium, trials, anchoring, and pricing page design.
-
-
-
-
-
-
-
-  Sources: Google Search Central, GDPR text, AWS security documentation, Stripe API docs.
----
-
-# Pricing Design for Tech Products
-
-## Pricing strategy foundations
-
-### Value-based pricing (the right approach)
-
-Price = fraction of value delivered, NOT cost-plus.
-**Question:** What is this worth to the customer?
-A tool saving a developer 1 hour/week × $100/hour × 52 weeks = $5,200/year value.
-Capture 10-20% of value = $520-1,040/year = $43-87/month.
-Most companies underprice by 30-50% because they price on cost or competitor benchmarks.
-
-### Identifying your value metric
-
-What you charge should scale with value delivered.
-
-- **Seats/users:** Good when each user generates proportional value. Slack, Figma.
-- **Usage:** Good when value scales with consumption. Twilio (per message), AWS (per compute hour).
-- **Revenue %:** Marketplace/payment tools. Stripe (2.9%), Shopify.
-- **Outcomes:** Increasingly common. Charge a % of value created.
-- **Features:** Tiered access. Freemium/Basic/Pro/Enterprise.
-
-## Tier design
-
-### The 3-tier structure (most common)
-
-**Free/Starter:** Real value, removes friction to try. Designed to convert. Show the core workflow.
-**Pro/Growth:** For individual power users or small teams. Most of your revenue.
-**Business/Enterprise:** Team features, SSO, compliance, SLA, support. High price, few customers, significant revenue.
-
-**Anchoring:** Present tiers highest to lowest (right to left on pricing page). Middle option gets 60-70% of conversions in well-designed pricing pages.
-**Decoy pricing:** Three tiers where the middle is "just right" makes the middle seem like the obvious choice.
-
-### What to gate
-
-**Free → Pro:** Collaboration, advanced features, higher limits, integrations, priority support.
-**Pro → Enterprise:** SSO/SAML, audit logs, custom contracts, dedicated support, SLA, compliance certifications, unlimited.
-
-## Freemium vs. Free Trial
-
-|                     | Freemium                               | Free Trial                         |
-| ------------------- | -------------------------------------- | ---------------------------------- |
-| **Access**          | Limited features forever               | Full features, limited time        |
-| **User gets**       | Permanent but constrained              | Full experience, then paywall      |
-| **Best for**        | Viral/social products, network effects | Complex products needing full demo |
-| **Conversion rate** | 2-5% (Dropbox, Slack)                  | 20-60% of trials (varies)          |
-| **Risk**            | Generous enough to not convert         | Short enough to create urgency     |
-
-**Hybrid:** Free plan + time-limited trial of premium features.
-
-## Psychological pricing principles
-
-**Price anchoring:** Show the highest tier first. Makes other tiers feel reasonable.
-**Charm pricing:** $29 vs. $30 — marginal psychological effect.
-**Annual vs. monthly:** Offer annual at 2 months free (17% discount). Improves retention + cash flow.
-**Per-seat transparency:** "Billed per user" should be crystal clear. Hidden per-user fees = trust destruction.
-**Social proof on pricing page:** Logos of customers, "X,000 companies" counter, testimonials.
-
-## Pricing page design
-
-**CTA clarity:** One CTA per tier. "Get started" or "Start free trial" — not "Learn more."
-**Feature comparison table:** Long list of features is noise. Lead with outcomes/benefits, then features.
-**FAQ section:** Address: "What happens after my trial?", "Can I cancel?", "Do you offer refunds?", "What counts as a seat?"
-**Contact for Enterprise:** Always a "contact us" option for custom pricing. Doesn't end the sale.
-
-Sources: Patrick McKenzie pricing posts (free, stripe.com/atlas/guides), PriceIntelligently (by Paddle — free research), HBR pricing strategy articles (some free), Wiio pricing research
+---
+watermark: ORIRO
+name: pricing-design
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+
+
+
+
+  Pricing strategy for tech products — value-based pricing, tiers, freemium, trials, anchoring, and pricing page design.
+
+
+
+
+
+
+
+  Sources: Google Search Central, GDPR text, AWS security documentation, Stripe API docs.
+---
+
+# Pricing Design for Tech Products
+
+## Pricing strategy foundations
+
+### Value-based pricing (the right approach)
+
+Price = fraction of value delivered, NOT cost-plus.
+**Question:** What is this worth to the customer?
+A tool saving a developer 1 hour/week × $100/hour × 52 weeks = $5,200/year value.
+Capture 10-20% of value = $520-1,040/year = $43-87/month.
+Most companies underprice by 30-50% because they price on cost or competitor benchmarks.
+
+### Identifying your value metric
+
+What you charge should scale with value delivered.
+
+- **Seats/users:** Good when each user generates proportional value. Slack, Figma.
+- **Usage:** Good when value scales with consumption. Twilio (per message), AWS (per compute hour).
+- **Revenue %:** Marketplace/payment tools. Stripe (2.9%), Shopify.
+- **Outcomes:** Increasingly common. Charge a % of value created.
+- **Features:** Tiered access. Freemium/Basic/Pro/Enterprise.
+
+## Tier design
+
+### The 3-tier structure (most common)
+
+**Free/Starter:** Real value, removes friction to try. Designed to convert. Show the core workflow.
+**Pro/Growth:** For individual power users or small teams. Most of your revenue.
+**Business/Enterprise:** Team features, SSO, compliance, SLA, support. High price, few customers, significant revenue.
+
+**Anchoring:** Present tiers highest to lowest (right to left on pricing page). Middle option gets 60-70% of conversions in well-designed pricing pages.
+**Decoy pricing:** Three tiers where the middle is "just right" makes the middle seem like the obvious choice.
+
+### What to gate
+
+**Free → Pro:** Collaboration, advanced features, higher limits, integrations, priority support.
+**Pro → Enterprise:** SSO/SAML, audit logs, custom contracts, dedicated support, SLA, compliance certifications, unlimited.
+
+## Freemium vs. Free Trial
+
+|                     | Freemium                               | Free Trial                         |
+| ------------------- | -------------------------------------- | ---------------------------------- |
+| **Access**          | Limited features forever               | Full features, limited time        |
+| **User gets**       | Permanent but constrained              | Full experience, then paywall      |
+| **Best for**        | Viral/social products, network effects | Complex products needing full demo |
+| **Conversion rate** | 2-5% (Dropbox, Slack)                  | 20-60% of trials (varies)          |
+| **Risk**            | Generous enough to not convert         | Short enough to create urgency     |
+
+**Hybrid:** Free plan + time-limited trial of premium features.
+
+## Psychological pricing principles
+
+**Price anchoring:** Show the highest tier first. Makes other tiers feel reasonable.
+**Charm pricing:** $29 vs. $30 — marginal psychological effect.
+**Annual vs. monthly:** Offer annual at 2 months free (17% discount). Improves retention + cash flow.
+**Per-seat transparency:** "Billed per user" should be crystal clear. Hidden per-user fees = trust destruction.
+**Social proof on pricing page:** Logos of customers, "X,000 companies" counter, testimonials.
+
+## Pricing page design
+
+**CTA clarity:** One CTA per tier. "Get started" or "Start free trial" — not "Learn more."
+**Feature comparison table:** Long list of features is noise. Lead with outcomes/benefits, then features.
+**FAQ section:** Address: "What happens after my trial?", "Can I cancel?", "Do you offer refunds?", "What counts as a seat?"
+**Contact for Enterprise:** Always a "contact us" option for custom pricing. Doesn't end the sale.
+
+Sources: Patrick McKenzie pricing posts (free, stripe.com/atlas/guides), PriceIntelligently (by Paddle — free research), HBR pricing strategy articles (some free), Wiio pricing research

package/skills/technical/product-management/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/technical/product-management/SKILL.md

@@ -1,94 +1,94 @@
----
-watermark: ORIRO
-name: product-management
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Product management — product discovery, prioritization, roadmaps, user research,
-  metrics, and the product development process. Activate for questions about
-  product strategy, writing PRDs, prioritization, user research, product metrics,
-  roadmaps, or any product management question. Sources: SVPG, Intercom PM content.
----
-
-# Product Management
-
-## What product managers do
-
-PMs sit at the intersection of business, technology, and user experience.
-**Core responsibilities:** Define what to build and why. Prioritize ruthlessly. Align stakeholders. Measure outcomes.
-PMs don't manage engineers. They manage the product and the product process.
-
-## Product discovery
-
-### Understanding users
-
-**User interviews:** Talk to users weekly. 30-minute sessions. Ask about problems, not solutions.
-"Tell me about the last time you tried to do X" beats "Would you use a feature that does Y?"
-**Jobs to be Done:** What 'job' is the user 'hiring' your product to do?
-"When I [situation], I want to [motivation], so I can [expected outcome]."
-**5 Whys:** Drill to root cause of user problems. First answer is rarely the real problem.
-
-### Validation techniques
-
-**Fake door test:** Add a button for a feature before building it. Measure clicks. If nobody clicks, don't build.
-**Concierge MVP:** Manually fulfill the service before building automation.
-**Smoke test:** Landing page for unbuilt product. Measure signups. Ship only if demand confirmed.
-
-## Prioritization frameworks
-
-### RICE Score
-
-Reach × Impact × Confidence / Effort
-**Reach:** How many users in a time period?
-**Impact:** How much will it move the needle? (3=massive, 2=significant, 1=minimal, 0.5=low, 0.25=minimal)
-**Confidence:** How sure are you? (100%=high, 80%=medium, 50%=low)
-**Effort:** Person-months
-
-### ICE Score
-
-Impact × Confidence × Ease (simpler, similar)
-
-### MoSCoW
-
-Must have / Should have / Could have / Won't have (for this release)
-
-## Writing good requirements
-
-**User story format:** "As a [user type], I want to [action] so that [benefit]."
-
-**Full PRD minimum structure:**
-
-1. Problem statement: What problem are we solving? For whom?
-2. Success metrics: How will we know this worked?
-3. User stories with acceptance criteria
-4. Out of scope (explicit)
-5. Dependencies
-6. Open questions
-
-**Acceptance criteria (Given/When/Then):**
-"Given I am on the checkout page, When I enter an invalid card number, Then I see an error message explaining the issue."
-
-## Product metrics
-
-**North Star Metric:** The one metric that best captures delivered value.
-Airbnb: Nights booked. Spotify: Time spent listening. Slack: Messages sent.
-**Input metrics (leading):** Actions that drive the North Star. Controllable.
-**Output metrics (lagging):** Revenue, retention. Outcomes of input metric success.
-**Guardrails:** Metrics you must NOT harm while improving North Star.
-
-## Roadmap strategy
-
-**What a roadmap IS NOT:** A commitment to ship specific features on specific dates.
-**What it IS:** Current best understanding of direction, expected to change.
-**Now / Next / Later:** Concrete (Now), directional (Next), aspirational (Later).
-**Theme-based roadmaps:** Solve the "Improve checkout experience" problem vs. "Add PayPal." Problems age better than solutions.
-**Always share 'why':** Context prevents roadmap debates becoming feature debates.
-
-## Working with engineering
-
-**Estimation:** See scope-estimation skill. Involve engineers early, not after spec is written.
-**Definition of Done:** Agreed upfront. Acceptance testing. Performance benchmarks. Documentation.
-**Discovery alongside delivery:** Dual-track. Product discovers next sprint's work while engineers build current sprint.
-**Respect technical constraints:** PMs who over-promise ship faster and break more. Better: "Tell me the constraint; let's find another path."
-
-Sources: SVPG (svpg.com — free articles), Lenny Rachitsky newsletter (partial free), Reforge (limited free), Intercom Product Blog (free), Mind the Product (free)
+---
+watermark: ORIRO
+name: product-management
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Product management — product discovery, prioritization, roadmaps, user research,
+  metrics, and the product development process. Activate for questions about
+  product strategy, writing PRDs, prioritization, user research, product metrics,
+  roadmaps, or any product management question. Sources: SVPG, Intercom PM content.
+---
+
+# Product Management
+
+## What product managers do
+
+PMs sit at the intersection of business, technology, and user experience.
+**Core responsibilities:** Define what to build and why. Prioritize ruthlessly. Align stakeholders. Measure outcomes.
+PMs don't manage engineers. They manage the product and the product process.
+
+## Product discovery
+
+### Understanding users
+
+**User interviews:** Talk to users weekly. 30-minute sessions. Ask about problems, not solutions.
+"Tell me about the last time you tried to do X" beats "Would you use a feature that does Y?"
+**Jobs to be Done:** What 'job' is the user 'hiring' your product to do?
+"When I [situation], I want to [motivation], so I can [expected outcome]."
+**5 Whys:** Drill to root cause of user problems. First answer is rarely the real problem.
+
+### Validation techniques
+
+**Fake door test:** Add a button for a feature before building it. Measure clicks. If nobody clicks, don't build.
+**Concierge MVP:** Manually fulfill the service before building automation.
+**Smoke test:** Landing page for unbuilt product. Measure signups. Ship only if demand confirmed.
+
+## Prioritization frameworks
+
+### RICE Score
+
+Reach × Impact × Confidence / Effort
+**Reach:** How many users in a time period?
+**Impact:** How much will it move the needle? (3=massive, 2=significant, 1=minimal, 0.5=low, 0.25=minimal)
+**Confidence:** How sure are you? (100%=high, 80%=medium, 50%=low)
+**Effort:** Person-months
+
+### ICE Score
+
+Impact × Confidence × Ease (simpler, similar)
+
+### MoSCoW
+
+Must have / Should have / Could have / Won't have (for this release)
+
+## Writing good requirements
+
+**User story format:** "As a [user type], I want to [action] so that [benefit]."
+
+**Full PRD minimum structure:**
+
+1. Problem statement: What problem are we solving? For whom?
+2. Success metrics: How will we know this worked?
+3. User stories with acceptance criteria
+4. Out of scope (explicit)
+5. Dependencies
+6. Open questions
+
+**Acceptance criteria (Given/When/Then):**
+"Given I am on the checkout page, When I enter an invalid card number, Then I see an error message explaining the issue."
+
+## Product metrics
+
+**North Star Metric:** The one metric that best captures delivered value.
+Airbnb: Nights booked. Spotify: Time spent listening. Slack: Messages sent.
+**Input metrics (leading):** Actions that drive the North Star. Controllable.
+**Output metrics (lagging):** Revenue, retention. Outcomes of input metric success.
+**Guardrails:** Metrics you must NOT harm while improving North Star.
+
+## Roadmap strategy
+
+**What a roadmap IS NOT:** A commitment to ship specific features on specific dates.
+**What it IS:** Current best understanding of direction, expected to change.
+**Now / Next / Later:** Concrete (Now), directional (Next), aspirational (Later).
+**Theme-based roadmaps:** Solve the "Improve checkout experience" problem vs. "Add PayPal." Problems age better than solutions.
+**Always share 'why':** Context prevents roadmap debates becoming feature debates.
+
+## Working with engineering
+
+**Estimation:** See scope-estimation skill. Involve engineers early, not after spec is written.
+**Definition of Done:** Agreed upfront. Acceptance testing. Performance benchmarks. Documentation.
+**Discovery alongside delivery:** Dual-track. Product discovers next sprint's work while engineers build current sprint.
+**Respect technical constraints:** PMs who over-promise ship faster and break more. Better: "Tell me the constraint; let's find another path."
+
+Sources: SVPG (svpg.com — free articles), Lenny Rachitsky newsletter (partial free), Reforge (limited free), Intercom Product Blog (free), Mind the Product (free)

package/skills/technical/saas-builder/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.