@oriro/orirocli 0.1.11 → 0.3.1

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

@@ -1,72 +1,72 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-entrepreneurship
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Entrepreneurship — lean startup methodology, problem-solution fit, startup funding
-  stages, building founding teams, and first revenue. Sources: Y Combinator library
-  (free), Paul Graham essays (free), Lean Startup principles.
----
-
-# Entrepreneurship
-
-## The lean startup methodology
-
-### Build-Measure-Learn loop
-
-**Build:** Create a Minimum Viable Product (MVP) — smallest thing that tests your key assumption.
-**Measure:** Collect data on actual user behavior. Not surveys — real actions.
-**Learn:** Validated learning. Did your hypothesis hold? Pivot or persevere.
-**Objective:** Reduce the time through the Build-Measure-Learn cycle.
-
-### Types of pivots
-
-**Customer segment pivot:** Product works, but for different customers.
-**Solution pivot:** Same problem, different solution.
-**Revenue model pivot:** Same customers, different monetization.
-**Platform pivot:** Application → platform.
-
-## Customer discovery
-
-**Before building anything — interview 50+ potential customers:**
-"Tell me about the last time you [experienced the problem]."
-"What do you do today to solve it?"
-"How much time/money does the current solution cost you?"
-DO NOT pitch your solution. Listen only.
-
-**The Mom Test (Rob Fitzpatrick):**
-Bad question: "Would you use this if I built it?"
-Good question: "Tell me about the last time you experienced this."
-
-## Startup funding stages
-
-**Pre-revenue/pre-product:**
-Bootstrapping: Self-fund. Maximum control.
-Friends and family: Quick. Keep amounts small (<$50K).
-Grants: SBIR/STTR (US federal), state innovation programs.
-
-**Early traction:**
-Angel investors: $25K-$500K. Move faster than VCs.
-SAFE/Convertible notes: Simple financing instruments.
-Accelerators: YC ($500K for 7%), Techstars ($20K for 6%).
-
-**Scaling:**
-Series A: $2-15M. Institutional VCs.
-Series B+: $20M+. Defined metrics expected.
-
-## Building founding team
-
-Two co-founders > solo. Skills diversity: Technical + Business.
-**Equity split:** Equal splits are most stable.
-**Vesting:** 4-year vesting with 1-year cliff. Always. Non-negotiable.
-
-## First revenue
-
-Charge from day one. $1 from a stranger validates more than $100K in commitments.
-First customers = best reference customers and case studies.
-Don't over-engineer pricing — charge something reasonable, optimize later.
-
-Sources: Y Combinator library (ycombinator.com/library — free),
-Paul Graham essays (paulgraham.com — free), "The Mom Test" principles
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-entrepreneurship
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Entrepreneurship — lean startup methodology, problem-solution fit, startup funding
+  stages, building founding teams, and first revenue. Sources: Y Combinator library
+  (free), Paul Graham essays (free), Lean Startup principles.
+---
+
+# Entrepreneurship
+
+## The lean startup methodology
+
+### Build-Measure-Learn loop
+
+**Build:** Create a Minimum Viable Product (MVP) — smallest thing that tests your key assumption.
+**Measure:** Collect data on actual user behavior. Not surveys — real actions.
+**Learn:** Validated learning. Did your hypothesis hold? Pivot or persevere.
+**Objective:** Reduce the time through the Build-Measure-Learn cycle.
+
+### Types of pivots
+
+**Customer segment pivot:** Product works, but for different customers.
+**Solution pivot:** Same problem, different solution.
+**Revenue model pivot:** Same customers, different monetization.
+**Platform pivot:** Application → platform.
+
+## Customer discovery
+
+**Before building anything — interview 50+ potential customers:**
+"Tell me about the last time you [experienced the problem]."
+"What do you do today to solve it?"
+"How much time/money does the current solution cost you?"
+DO NOT pitch your solution. Listen only.
+
+**The Mom Test (Rob Fitzpatrick):**
+Bad question: "Would you use this if I built it?"
+Good question: "Tell me about the last time you experienced this."
+
+## Startup funding stages
+
+**Pre-revenue/pre-product:**
+Bootstrapping: Self-fund. Maximum control.
+Friends and family: Quick. Keep amounts small (<$50K).
+Grants: SBIR/STTR (US federal), state innovation programs.
+
+**Early traction:**
+Angel investors: $25K-$500K. Move faster than VCs.
+SAFE/Convertible notes: Simple financing instruments.
+Accelerators: YC ($500K for 7%), Techstars ($20K for 6%).
+
+**Scaling:**
+Series A: $2-15M. Institutional VCs.
+Series B+: $20M+. Defined metrics expected.
+
+## Building founding team
+
+Two co-founders > solo. Skills diversity: Technical + Business.
+**Equity split:** Equal splits are most stable.
+**Vesting:** 4-year vesting with 1-year cliff. Always. Non-negotiable.
+
+## First revenue
+
+Charge from day one. $1 from a stranger validates more than $100K in commitments.
+First customers = best reference customers and case studies.
+Don't over-engineer pricing — charge something reasonable, optimize later.
+
+Sources: Y Combinator library (ycombinator.com/library — free),
+Paul Graham essays (paulgraham.com — free), "The Mom Test" principles

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

@@ -1,67 +1,67 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-hr
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Human resources management — hiring, onboarding, performance management,
-  compensation, culture, and people operations. Activate for questions about
-  building a team, hiring process, performance reviews, compensation structure,
-  company culture, employee retention, or any HR question. Sources: SHRM,
-  HRCI, LinkedIn talent solutions research, Gallup workplace reports.
----
-
-# Human Resources Management
-
-## Hiring process
-
-**Job description:** Responsibilities, required qualifications, preferred qualifications. Be specific — vague JDs attract wrong candidates and invite discrimination claims.
-**Sourcing:** Employee referrals (highest quality, fastest), LinkedIn, job boards (Indeed, LinkedIn, Glassdoor), specialized boards (Stack Overflow for devs, AngelList for startup roles).
-**Structured interviews:** Same questions for all candidates. Reduces bias, improves prediction of performance.
-**Behavioral questions (STAR format):** Situation, Task, Action, Result. Predicts past behavior → future behavior.
-Example: "Tell me about a time you had to make a decision with incomplete information."
-**Reference checks:** Call references — don't just email. Ask: "Would you rehire this person?" Most revealing question.
-**Offer:** Verbal offer first. Confirm enthusiasm. Then written offer with full details.
-
-## Onboarding
-
-First 90 days critical for retention and time-to-productivity.
-**Week 1 goals:** Access to all tools/systems, meet team, understand role, culture immersion, quick win opportunity.
-**30-60-90 day plan:** Clear expectations for what success looks like at each milestone.
-**Buddy system:** Assign experienced peer to answer informal questions.
-Cost of poor onboarding: 20% of new hires leave within 45 days. Replacement cost: 50-200% of annual salary.
-
-## Performance management
-
-**OKRs:** Objectives (qualitative, aspirational) + Key Results (quantitative, measurable). Set quarterly. 60-70% achievement = well-calibrated (if hitting 100%, goals weren't ambitious enough).
-**Regular 1:1s:** Weekly or biweekly. Manager's agenda: listen. Employee's agenda: share updates, blockers, growth. Most important management ritual.
-**Annual review:** Formal documentation of performance. Should contain zero surprises — ongoing feedback should have covered everything.
-**Performance improvement plan (PIP):** Specific, measurable, time-bound goals for underperforming employees. Serious intervention — not just documentation for firing. Give genuine opportunity to improve.
-
-## Compensation
-
-**Market benchmarking:** Use Levels.fyi, Glassdoor, Radford, Mercer, Carta for comp data. Update annually.
-**Pay bands:** Salary ranges for each role level. Provides structure and equity.
-**Equity compensation:** See legal-startup skill for mechanics. For employees: vesting schedule, strike price, tax implications matter.
-**Total rewards:** Base + bonus + equity + benefits + flexibility + growth opportunities. Not just salary.
-**Pay equity:** Audit annually for gender/race pay gaps. Legal exposure + ethical imperative + retention risk.
-**Compensation philosophy:** Decide: target 50th percentile (market rate) or 75th (top of market to attract best talent)? Consistent policy prevents individual negotiation chaos.
-
-## Retention
-
-Gallup: Cost to replace employee = 50% (entry level) to 200% (executive) of annual salary.
-**Top retention drivers:** Meaningful work, quality manager, growth opportunities, recognition, compensation fairness, flexibility.
-**Stay interviews:** Ask current employees: "What would make you leave?" before they decide to go.
-**Exit interviews:** Ask every departing employee why. Aggregate themes. Act on what's within your control.
-
-## Culture
-
-Culture = what people do when no one is watching.
-**Defined culture:** Written values, behavioral norms, decision-making principles. Not a poster — observable in everyday decisions.
-**Culture fit vs. culture add:** Beware over-indexing on fit — creates homogeneity. Seek people who share core values but bring diverse perspectives.
-**Psychological safety:** See organizational psychology skill.
-**Recognition:** Regular, specific, public recognition for behaviors that exemplify values. Powerful reinforcement.
-
-Sources: SHRM HR Body of Knowledge (shrm.org — free resources), Gallup State of the Workplace,
-LinkedIn Global Talent Trends, First Round Capital management resources, HBR open articles
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-hr
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Human resources management — hiring, onboarding, performance management,
+  compensation, culture, and people operations. Activate for questions about
+  building a team, hiring process, performance reviews, compensation structure,
+  company culture, employee retention, or any HR question. Sources: SHRM,
+  HRCI, LinkedIn talent solutions research, Gallup workplace reports.
+---
+
+# Human Resources Management
+
+## Hiring process
+
+**Job description:** Responsibilities, required qualifications, preferred qualifications. Be specific — vague JDs attract wrong candidates and invite discrimination claims.
+**Sourcing:** Employee referrals (highest quality, fastest), LinkedIn, job boards (Indeed, LinkedIn, Glassdoor), specialized boards (Stack Overflow for devs, AngelList for startup roles).
+**Structured interviews:** Same questions for all candidates. Reduces bias, improves prediction of performance.
+**Behavioral questions (STAR format):** Situation, Task, Action, Result. Predicts past behavior → future behavior.
+Example: "Tell me about a time you had to make a decision with incomplete information."
+**Reference checks:** Call references — don't just email. Ask: "Would you rehire this person?" Most revealing question.
+**Offer:** Verbal offer first. Confirm enthusiasm. Then written offer with full details.
+
+## Onboarding
+
+First 90 days critical for retention and time-to-productivity.
+**Week 1 goals:** Access to all tools/systems, meet team, understand role, culture immersion, quick win opportunity.
+**30-60-90 day plan:** Clear expectations for what success looks like at each milestone.
+**Buddy system:** Assign experienced peer to answer informal questions.
+Cost of poor onboarding: 20% of new hires leave within 45 days. Replacement cost: 50-200% of annual salary.
+
+## Performance management
+
+**OKRs:** Objectives (qualitative, aspirational) + Key Results (quantitative, measurable). Set quarterly. 60-70% achievement = well-calibrated (if hitting 100%, goals weren't ambitious enough).
+**Regular 1:1s:** Weekly or biweekly. Manager's agenda: listen. Employee's agenda: share updates, blockers, growth. Most important management ritual.
+**Annual review:** Formal documentation of performance. Should contain zero surprises — ongoing feedback should have covered everything.
+**Performance improvement plan (PIP):** Specific, measurable, time-bound goals for underperforming employees. Serious intervention — not just documentation for firing. Give genuine opportunity to improve.
+
+## Compensation
+
+**Market benchmarking:** Use Levels.fyi, Glassdoor, Radford, Mercer, Carta for comp data. Update annually.
+**Pay bands:** Salary ranges for each role level. Provides structure and equity.
+**Equity compensation:** See legal-startup skill for mechanics. For employees: vesting schedule, strike price, tax implications matter.
+**Total rewards:** Base + bonus + equity + benefits + flexibility + growth opportunities. Not just salary.
+**Pay equity:** Audit annually for gender/race pay gaps. Legal exposure + ethical imperative + retention risk.
+**Compensation philosophy:** Decide: target 50th percentile (market rate) or 75th (top of market to attract best talent)? Consistent policy prevents individual negotiation chaos.
+
+## Retention
+
+Gallup: Cost to replace employee = 50% (entry level) to 200% (executive) of annual salary.
+**Top retention drivers:** Meaningful work, quality manager, growth opportunities, recognition, compensation fairness, flexibility.
+**Stay interviews:** Ask current employees: "What would make you leave?" before they decide to go.
+**Exit interviews:** Ask every departing employee why. Aggregate themes. Act on what's within your control.
+
+## Culture
+
+Culture = what people do when no one is watching.
+**Defined culture:** Written values, behavioral norms, decision-making principles. Not a poster — observable in everyday decisions.
+**Culture fit vs. culture add:** Beware over-indexing on fit — creates homogeneity. Seek people who share core values but bring diverse perspectives.
+**Psychological safety:** See organizational psychology skill.
+**Recognition:** Regular, specific, public recognition for behaviors that exemplify values. Powerful reinforcement.
+
+Sources: SHRM HR Body of Knowledge (shrm.org — free resources), Gallup State of the Workplace,
+LinkedIn Global Talent Trends, First Round Capital management resources, HBR open articles

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

@@ -1,51 +1,51 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-international
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  International business — market entry strategies, cross-cultural management,
-  trade finance, export/import, international contracts, and emerging markets.
-  Sources: World Bank Doing Business (free), ICC Incoterms (free summaries).
----
-
-# International Business
-
-## Market entry strategies
-
-**Direct export:** Sell from home country. Low investment. Limited market control.
-**Licensing:** Allow foreign company to use IP for royalty. Low risk. Limited upside.
-**Franchising:** More control than licensing. Operations replication. McDonald's model.
-**Joint venture:** Shared ownership with local partner. Market knowledge + capital sharing. Risk = partner alignment.
-**Wholly owned subsidiary:** Full control. Highest investment. Best for strategic markets.
-**Greenfield vs acquisition:** Build from scratch vs buy existing business.
-
-## Cross-cultural management
-
-**Hofstede's dimensions:**
-Power distance: Acceptance of hierarchical inequality.
-Individualism vs collectivism: Personal vs group orientation.
-Uncertainty avoidance: Tolerance for ambiguity.
-Long-term vs short-term orientation.
-Masculinity vs femininity: Competition vs nurturing values.
-
-High context cultures (Japan, China, Arab): Context and relationships matter. Indirect.
-Low context cultures (Germany, US, Australia): Explicit communication. Direct.
-
-## Trade finance
-
-**Letter of Credit (LC):** Bank guarantees payment upon document presentation. Most secure for exporters.
-**Documentary Collection:** Less expensive than LC. More risk for exporter.
-**Open account:** Ship goods, invoice later. Most risk for exporter. Common in established relationships.
-**EXIM Bank:** Government export credit agency. Financing and insurance for exporters.
-
-## International contracts
-
-**Choice of law:** Which country's law governs disputes.
-**ICC Arbitration:** International Chamber of Commerce arbitration. Common alternative to litigation.
-**CISG:** UN Convention on International Sale of Goods. Applies automatically in 95+ countries.
-**Force majeure:** Clause excusing performance due to unforeseen events.
-
-Sources: World Bank (worldbank.org — free), ITC Trade Map (free basic),
-ICC (iccwbo.org — free summaries), Hofstede Insights (free)
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-international
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  International business — market entry strategies, cross-cultural management,
+  trade finance, export/import, international contracts, and emerging markets.
+  Sources: World Bank Doing Business (free), ICC Incoterms (free summaries).
+---
+
+# International Business
+
+## Market entry strategies
+
+**Direct export:** Sell from home country. Low investment. Limited market control.
+**Licensing:** Allow foreign company to use IP for royalty. Low risk. Limited upside.
+**Franchising:** More control than licensing. Operations replication. McDonald's model.
+**Joint venture:** Shared ownership with local partner. Market knowledge + capital sharing. Risk = partner alignment.
+**Wholly owned subsidiary:** Full control. Highest investment. Best for strategic markets.
+**Greenfield vs acquisition:** Build from scratch vs buy existing business.
+
+## Cross-cultural management
+
+**Hofstede's dimensions:**
+Power distance: Acceptance of hierarchical inequality.
+Individualism vs collectivism: Personal vs group orientation.
+Uncertainty avoidance: Tolerance for ambiguity.
+Long-term vs short-term orientation.
+Masculinity vs femininity: Competition vs nurturing values.
+
+High context cultures (Japan, China, Arab): Context and relationships matter. Indirect.
+Low context cultures (Germany, US, Australia): Explicit communication. Direct.
+
+## Trade finance
+
+**Letter of Credit (LC):** Bank guarantees payment upon document presentation. Most secure for exporters.
+**Documentary Collection:** Less expensive than LC. More risk for exporter.
+**Open account:** Ship goods, invoice later. Most risk for exporter. Common in established relationships.
+**EXIM Bank:** Government export credit agency. Financing and insurance for exporters.
+
+## International contracts
+
+**Choice of law:** Which country's law governs disputes.
+**ICC Arbitration:** International Chamber of Commerce arbitration. Common alternative to litigation.
+**CISG:** UN Convention on International Sale of Goods. Applies automatically in 95+ countries.
+**Force majeure:** Clause excusing performance due to unforeseen events.
+
+Sources: World Bank (worldbank.org — free), ITC Trade Map (free basic),
+ICC (iccwbo.org — free summaries), Hofstede Insights (free)

package/skills/business/biz-leadership/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.