@oriro/orirocli 0.1.11 → 0.3.1

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

@@ -1,92 +1,92 @@
----
-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
+---
+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

@@ -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-startup-ops/SKILL.md

@@ -1,70 +1,70 @@
----
-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)
+---
+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

@@ -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.