@oriro/orirocli 0.1.9 → 0.1.11

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

@@ -1,203 +1,203 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-project
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Project management — Agile, Scrum, Kanban, waterfall, planning, estimation,
-  risk management, and stakeholder communication. Activate for questions about
-  managing projects, planning sprints, writing user stories, managing timelines,
-  handling project risks, or any project management question. Sources: PMI PMBOK
-  principles, Agile Manifesto, Scrum Guide (CC), OpenStax Management.
----
-
-# Project Management
-
-## Waterfall vs. Agile
-
-|              | Waterfall                              | Agile                            |
-| ------------ | -------------------------------------- | -------------------------------- |
-| Requirements | Fixed upfront                          | Evolve through iterations        |
-| Delivery     | Single large delivery at end           | Working software every 2-4 weeks |
-| Changes      | Expensive and disruptive               | Expected and welcome             |
-| Planning     | Detailed upfront                       | Continuous, just-in-time         |
-| Best for     | Fixed-scope, well-defined requirements | Complex, evolving products       |
-
-**Most software projects today use Agile.** Waterfall still common for construction, hardware, regulated industries.
-
----
-
-## Scrum framework
-
-**Roles:**
-**Product Owner:** Defines what to build. Owns and prioritizes the backlog. Voice of the customer.
-**Scrum Master:** Facilitates Scrum process. Removes impediments. NOT a project manager.
-**Development Team:** Cross-functional team that builds the product. Self-organizing. 3-9 people.
-
-**Artifacts:**
-**Product Backlog:** Ordered list of everything that might be needed in the product. Product Owner owns it.
-**Sprint Backlog:** Subset selected for the current sprint. Team owns it.
-**Increment:** Working software produced each sprint.
-
-**Events:**
-**Sprint:** 1-4 week timebox (2 weeks is most common).
-**Sprint Planning:** Team selects backlog items for the sprint. Creates Sprint Backlog.
-**Daily Scrum (standup):** 15 minutes. Three questions:
-
-- What did I do yesterday?
-- What will I do today?
-- Any blockers?
-  **Sprint Review:** Demo working software to stakeholders. Get feedback.
-  **Sprint Retrospective:** Team reflects. What went well? What to improve?
-
----
-
-## User Stories
-
-Format: **As a [user type], I want [feature/action] so that [benefit].**
-
-Good user story:
-"As a registered customer, I want to save my payment information so that I can checkout faster on future purchases."
-
-**INVEST criteria for good user stories:**
-
-- **I**ndependent: can be developed in any order
-- **N**egotiable: not a contract, can be adjusted
-- **V**aluable: delivers value to user or business
-- **E**stimable: team can size it
-- **S**mall: fits in one sprint
-- **T**estable: acceptance criteria are clear
-
-**Acceptance criteria:** Specific conditions that must be met for story to be "done."
-Given [context] / When [action] / Then [result] (Gherkin format)
-
----
-
-## Story points and estimation
-
-Story points = relative measure of complexity, effort, and uncertainty. Not hours.
-
-**Planning Poker:**
-Each team member estimates using Fibonacci sequence: 1, 2, 3, 5, 8, 13, 21.
-Everyone reveals simultaneously. Discuss differences. Re-estimate if needed.
-
-**Velocity:** Average story points completed per sprint.
-Use for forecasting: 40 story points in backlog / 20 velocity = ~2 sprints.
-
-**Reliable after:** 3-4 sprints of data.
-
----
-
-## Kanban
-
-Visual workflow management.
-**Columns (minimum):** To Do → In Progress → Done
-**Work in Progress (WIP) limits:** Maximum items in each column simultaneously.
-Enforces flow; prevents bottlenecks from hiding.
-
-**Kanban metrics:**
-Lead time: Total time from request to delivery.
-Cycle time: Time from start of work to delivery.
-Throughput: Number of items completed per unit time.
-
-**Kanban vs. Scrum:**
-Kanban: Continuous flow, no sprints, less ceremony. Good for operations and support.
-Scrum: Fixed iterations, defined ceremonies. Good for product development.
-
----
-
-## Waterfall planning
-
-### Work Breakdown Structure (WBS)
-
-Hierarchical decomposition of all project work.
-Level 1: Project
-Level 2: Major deliverables
-Level 3: Work packages
-Level 4: Tasks
-
-Every task should be:
-
-- Assigned to one person
-- Estimable in time
-- Verifiable when complete
-
-### Critical Path Method (CPM)
-
-1. List all activities
-2. Estimate durations
-3. Identify dependencies
-4. Calculate earliest/latest start and finish
-5. Critical path: longest chain of dependent activities
-6. Float: slack time for non-critical activities
-
-Any delay on critical path = same delay in project completion.
-Focus management attention on critical path.
-
-### Gantt chart
-
-Horizontal bar chart showing tasks over time.
-Useful for communication; less useful for tracking complex dependencies.
-
----
-
-## Risk management
-
-**Risk register:** Document identifying and tracking all project risks.
-For each risk:
-
-- Description
-- Probability (1-5 scale)
-- Impact (1-5 scale)
-- Risk score = Probability × Impact
-- Response: Avoid, Mitigate, Transfer, Accept
-- Owner
-- Status
-
-**Response strategies:**
-**Avoid:** Change plan to eliminate risk entirely.
-**Mitigate:** Reduce probability or impact (contingency plans).
-**Transfer:** Shift risk to third party (insurance, contractor).
-**Accept:** Acknowledge risk; no action taken (appropriate for low score).
-
----
-
-## Stakeholder management
-
-**Stakeholder matrix:**
-High power, high interest → Manage closely
-High power, low interest → Keep satisfied
-Low power, high interest → Keep informed
-Low power, low interest → Monitor
-
-**Communication plan:**
-For each key stakeholder: what information, how often, in what format.
-Executive: Monthly summary dashboard.
-Team: Daily standups + weekly status.
-Customer: Sprint reviews + release notes.
-
-**Status reports (weekly):**
-
-- What was accomplished
-- What is planned for next period
-- Risks and issues
-- Help needed
-
----
-
-## Definition of Done (DoD)
-
-Team-agreed checklist for what "done" means.
-Typical DoD:
-
-- [ ] Code reviewed by at least one other team member
-- [ ] Unit tests written and passing
-- [ ] Integration tests passing
-- [ ] Documentation updated
-- [ ] Deployed to staging environment
-- [ ] Acceptance criteria met
-- [ ] Product Owner accepted
-
-Sources: Scrum Guide (scrumguides.org — CC-BY-SA), Agile Manifesto (agilemanifesto.org),
-PMI PMBOK principles (pmi.org), OpenStax Principles of Management (CC-BY)
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-project
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Project management — Agile, Scrum, Kanban, waterfall, planning, estimation,
+  risk management, and stakeholder communication. Activate for questions about
+  managing projects, planning sprints, writing user stories, managing timelines,
+  handling project risks, or any project management question. Sources: PMI PMBOK
+  principles, Agile Manifesto, Scrum Guide (CC), OpenStax Management.
+---
+
+# Project Management
+
+## Waterfall vs. Agile
+
+|              | Waterfall                              | Agile                            |
+| ------------ | -------------------------------------- | -------------------------------- |
+| Requirements | Fixed upfront                          | Evolve through iterations        |
+| Delivery     | Single large delivery at end           | Working software every 2-4 weeks |
+| Changes      | Expensive and disruptive               | Expected and welcome             |
+| Planning     | Detailed upfront                       | Continuous, just-in-time         |
+| Best for     | Fixed-scope, well-defined requirements | Complex, evolving products       |
+
+**Most software projects today use Agile.** Waterfall still common for construction, hardware, regulated industries.
+
+---
+
+## Scrum framework
+
+**Roles:**
+**Product Owner:** Defines what to build. Owns and prioritizes the backlog. Voice of the customer.
+**Scrum Master:** Facilitates Scrum process. Removes impediments. NOT a project manager.
+**Development Team:** Cross-functional team that builds the product. Self-organizing. 3-9 people.
+
+**Artifacts:**
+**Product Backlog:** Ordered list of everything that might be needed in the product. Product Owner owns it.
+**Sprint Backlog:** Subset selected for the current sprint. Team owns it.
+**Increment:** Working software produced each sprint.
+
+**Events:**
+**Sprint:** 1-4 week timebox (2 weeks is most common).
+**Sprint Planning:** Team selects backlog items for the sprint. Creates Sprint Backlog.
+**Daily Scrum (standup):** 15 minutes. Three questions:
+
+- What did I do yesterday?
+- What will I do today?
+- Any blockers?
+  **Sprint Review:** Demo working software to stakeholders. Get feedback.
+  **Sprint Retrospective:** Team reflects. What went well? What to improve?
+
+---
+
+## User Stories
+
+Format: **As a [user type], I want [feature/action] so that [benefit].**
+
+Good user story:
+"As a registered customer, I want to save my payment information so that I can checkout faster on future purchases."
+
+**INVEST criteria for good user stories:**
+
+- **I**ndependent: can be developed in any order
+- **N**egotiable: not a contract, can be adjusted
+- **V**aluable: delivers value to user or business
+- **E**stimable: team can size it
+- **S**mall: fits in one sprint
+- **T**estable: acceptance criteria are clear
+
+**Acceptance criteria:** Specific conditions that must be met for story to be "done."
+Given [context] / When [action] / Then [result] (Gherkin format)
+
+---
+
+## Story points and estimation
+
+Story points = relative measure of complexity, effort, and uncertainty. Not hours.
+
+**Planning Poker:**
+Each team member estimates using Fibonacci sequence: 1, 2, 3, 5, 8, 13, 21.
+Everyone reveals simultaneously. Discuss differences. Re-estimate if needed.
+
+**Velocity:** Average story points completed per sprint.
+Use for forecasting: 40 story points in backlog / 20 velocity = ~2 sprints.
+
+**Reliable after:** 3-4 sprints of data.
+
+---
+
+## Kanban
+
+Visual workflow management.
+**Columns (minimum):** To Do → In Progress → Done
+**Work in Progress (WIP) limits:** Maximum items in each column simultaneously.
+Enforces flow; prevents bottlenecks from hiding.
+
+**Kanban metrics:**
+Lead time: Total time from request to delivery.
+Cycle time: Time from start of work to delivery.
+Throughput: Number of items completed per unit time.
+
+**Kanban vs. Scrum:**
+Kanban: Continuous flow, no sprints, less ceremony. Good for operations and support.
+Scrum: Fixed iterations, defined ceremonies. Good for product development.
+
+---
+
+## Waterfall planning
+
+### Work Breakdown Structure (WBS)
+
+Hierarchical decomposition of all project work.
+Level 1: Project
+Level 2: Major deliverables
+Level 3: Work packages
+Level 4: Tasks
+
+Every task should be:
+
+- Assigned to one person
+- Estimable in time
+- Verifiable when complete
+
+### Critical Path Method (CPM)
+
+1. List all activities
+2. Estimate durations
+3. Identify dependencies
+4. Calculate earliest/latest start and finish
+5. Critical path: longest chain of dependent activities
+6. Float: slack time for non-critical activities
+
+Any delay on critical path = same delay in project completion.
+Focus management attention on critical path.
+
+### Gantt chart
+
+Horizontal bar chart showing tasks over time.
+Useful for communication; less useful for tracking complex dependencies.
+
+---
+
+## Risk management
+
+**Risk register:** Document identifying and tracking all project risks.
+For each risk:
+
+- Description
+- Probability (1-5 scale)
+- Impact (1-5 scale)
+- Risk score = Probability × Impact
+- Response: Avoid, Mitigate, Transfer, Accept
+- Owner
+- Status
+
+**Response strategies:**
+**Avoid:** Change plan to eliminate risk entirely.
+**Mitigate:** Reduce probability or impact (contingency plans).
+**Transfer:** Shift risk to third party (insurance, contractor).
+**Accept:** Acknowledge risk; no action taken (appropriate for low score).
+
+---
+
+## Stakeholder management
+
+**Stakeholder matrix:**
+High power, high interest → Manage closely
+High power, low interest → Keep satisfied
+Low power, high interest → Keep informed
+Low power, low interest → Monitor
+
+**Communication plan:**
+For each key stakeholder: what information, how often, in what format.
+Executive: Monthly summary dashboard.
+Team: Daily standups + weekly status.
+Customer: Sprint reviews + release notes.
+
+**Status reports (weekly):**
+
+- What was accomplished
+- What is planned for next period
+- Risks and issues
+- Help needed
+
+---
+
+## Definition of Done (DoD)
+
+Team-agreed checklist for what "done" means.
+Typical DoD:
+
+- [ ] Code reviewed by at least one other team member
+- [ ] Unit tests written and passing
+- [ ] Integration tests passing
+- [ ] Documentation updated
+- [ ] Deployed to staging environment
+- [ ] Acceptance criteria met
+- [ ] Product Owner accepted
+
+Sources: Scrum Guide (scrumguides.org — CC-BY-SA), Agile Manifesto (agilemanifesto.org),
+PMI PMBOK principles (pmi.org), OpenStax Principles of Management (CC-BY)

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

@@ -1,85 +1,85 @@
----
-watermark: ORIRO
-disable-model-invocation: true
-name: biz-risk
-provider: ORIRO.ai
-copyright: Copyright (c) 2026 ORIRO.ai
-description: >
-  Business risk management — risk identification, assessment, mitigation, business
-  continuity, and enterprise risk management. Activate for questions about
-  business risks, risk assessment, contingency planning, business continuity,
-  enterprise risk, or any risk management question. Sources: COSO ERM framework,
-  ISO 31000, FEMA business continuity guidance.
----
-
-# Business Risk Management
-
-## Risk fundamentals
-
-**Risk = Probability × Impact**
-A high-probability, low-impact risk may be less important than a low-probability, catastrophic risk.
-**Risk appetite:** How much risk the organization is willing to accept to achieve its objectives.
-**Risk tolerance:** Acceptable variation around the risk appetite.
-
-## Risk categories (COSO framework)
-
-**Strategic:** Risks to achieving strategic objectives. Competition, technology disruption, market shifts.
-**Operational:** Risks in day-to-day operations. Process failures, IT outages, key person dependency.
-**Financial:** Market risk, credit risk, liquidity risk, currency risk.
-**Compliance:** Regulatory violations, legal liability, ethical failures.
-**Reputational:** Damage to brand and trust. Often downstream consequence of other risks.
-**Cyber:** Data breaches, ransomware, system failures, insider threats.
-
-## Risk assessment process
-
-**Step 1 — Identify:** Brainstorm, interview, review historical incidents, examine industry data.
-**Step 2 — Assess:** Rate probability (1-5) and impact (1-5). Plot on risk matrix.
-**Step 3 — Respond:**
-Avoid: Eliminate the risk by changing plans.
-Mitigate: Reduce probability or impact. Most common response.
-Transfer: Insurance, contracts, outsourcing.
-Accept: Consciously accept the risk (appropriate for low score or when treatment cost exceeds risk cost).
-**Step 4 — Monitor:** Track risks over time. New risks emerge; old risks change.
-
-## Risk register
-
-Document capturing all identified risks:
-| Risk ID | Description | Category | Probability | Impact | Score | Owner | Response | Status |
-Each risk has an owner who is accountable for monitoring and response.
-Review monthly in fast-changing environments; quarterly otherwise.
-
-## Business continuity planning (BCP)
-
-**Business Impact Analysis (BIA):** Which processes are most critical? How long can each be interrupted?
-RTO (Recovery Time Objective): How long can you be down?
-RPO (Recovery Point Objective): How much data loss can you tolerate?
-Tier 1 processes (< 4hr RTO): Core revenue-generating operations.
-Tier 2 (< 24hr): Important but not immediately critical.
-Tier 3 (< 72hr): Non-critical operations.
-
-**Disaster recovery:** Specifically for IT/technology recovery.
-Hot site: Fully equipped backup facility, near-immediate failover. Expensive.
-Warm site: Equipment present, needs configuration. Hours to activate.
-Cold site: Empty facility, bring your own equipment. Days to activate.
-Cloud backup: Most modern approach — often better RTO/RPO than traditional methods.
-
-**Business continuity plan components:**
-Emergency contact lists (updated quarterly), evacuation procedures, communication plan (internal + external), critical process recovery procedures, alternate work locations, supplier backup options.
-
-**Test your plan.** Untested plans fail when needed. Annual tabletop exercises minimum; live tests annually.
-
-## Key person dependency
-
-Single points of failure in human capital — common in small businesses.
-Identify: Whose absence (planned or unplanned) would significantly disrupt operations?
-Mitigate: Document critical processes, cross-train, succession planning, key-man insurance.
-
-## Cyber risk (basics)
-
-Phishing: #1 attack vector. Train employees. Email filtering. MFA on all accounts.
-Ransomware: Offline backups not connected to network. Test restoration regularly.
-Data breach: Encrypt sensitive data. Principle of least privilege. Incident response plan.
-Vendor risk: Your vendors' security posture affects you. Review key vendors' security practices.
-
-Sources: COSO ERM Framework (coso.org — free summaries), ISO 31000:2018 (principles),
-FEMA Business Continuity Planning guide (free, ready.gov), NIST Cybersecurity Framework (free)
+---
+watermark: ORIRO
+disable-model-invocation: true
+name: biz-risk
+provider: ORIRO.ai
+copyright: Copyright (c) 2026 ORIRO.ai
+description: >
+  Business risk management — risk identification, assessment, mitigation, business
+  continuity, and enterprise risk management. Activate for questions about
+  business risks, risk assessment, contingency planning, business continuity,
+  enterprise risk, or any risk management question. Sources: COSO ERM framework,
+  ISO 31000, FEMA business continuity guidance.
+---
+
+# Business Risk Management
+
+## Risk fundamentals
+
+**Risk = Probability × Impact**
+A high-probability, low-impact risk may be less important than a low-probability, catastrophic risk.
+**Risk appetite:** How much risk the organization is willing to accept to achieve its objectives.
+**Risk tolerance:** Acceptable variation around the risk appetite.
+
+## Risk categories (COSO framework)
+
+**Strategic:** Risks to achieving strategic objectives. Competition, technology disruption, market shifts.
+**Operational:** Risks in day-to-day operations. Process failures, IT outages, key person dependency.
+**Financial:** Market risk, credit risk, liquidity risk, currency risk.
+**Compliance:** Regulatory violations, legal liability, ethical failures.
+**Reputational:** Damage to brand and trust. Often downstream consequence of other risks.
+**Cyber:** Data breaches, ransomware, system failures, insider threats.
+
+## Risk assessment process
+
+**Step 1 — Identify:** Brainstorm, interview, review historical incidents, examine industry data.
+**Step 2 — Assess:** Rate probability (1-5) and impact (1-5). Plot on risk matrix.
+**Step 3 — Respond:**
+Avoid: Eliminate the risk by changing plans.
+Mitigate: Reduce probability or impact. Most common response.
+Transfer: Insurance, contracts, outsourcing.
+Accept: Consciously accept the risk (appropriate for low score or when treatment cost exceeds risk cost).
+**Step 4 — Monitor:** Track risks over time. New risks emerge; old risks change.
+
+## Risk register
+
+Document capturing all identified risks:
+| Risk ID | Description | Category | Probability | Impact | Score | Owner | Response | Status |
+Each risk has an owner who is accountable for monitoring and response.
+Review monthly in fast-changing environments; quarterly otherwise.
+
+## Business continuity planning (BCP)
+
+**Business Impact Analysis (BIA):** Which processes are most critical? How long can each be interrupted?
+RTO (Recovery Time Objective): How long can you be down?
+RPO (Recovery Point Objective): How much data loss can you tolerate?
+Tier 1 processes (< 4hr RTO): Core revenue-generating operations.
+Tier 2 (< 24hr): Important but not immediately critical.
+Tier 3 (< 72hr): Non-critical operations.
+
+**Disaster recovery:** Specifically for IT/technology recovery.
+Hot site: Fully equipped backup facility, near-immediate failover. Expensive.
+Warm site: Equipment present, needs configuration. Hours to activate.
+Cold site: Empty facility, bring your own equipment. Days to activate.
+Cloud backup: Most modern approach — often better RTO/RPO than traditional methods.
+
+**Business continuity plan components:**
+Emergency contact lists (updated quarterly), evacuation procedures, communication plan (internal + external), critical process recovery procedures, alternate work locations, supplier backup options.
+
+**Test your plan.** Untested plans fail when needed. Annual tabletop exercises minimum; live tests annually.
+
+## Key person dependency
+
+Single points of failure in human capital — common in small businesses.
+Identify: Whose absence (planned or unplanned) would significantly disrupt operations?
+Mitigate: Document critical processes, cross-train, succession planning, key-man insurance.
+
+## Cyber risk (basics)
+
+Phishing: #1 attack vector. Train employees. Email filtering. MFA on all accounts.
+Ransomware: Offline backups not connected to network. Test restoration regularly.
+Data breach: Encrypt sensitive data. Principle of least privilege. Incident response plan.
+Vendor risk: Your vendors' security posture affects you. Review key vendors' security practices.
+
+Sources: COSO ERM Framework (coso.org — free summaries), ISO 31000:2018 (principles),
+FEMA Business Continuity Planning guide (free, ready.gov), NIST Cybersecurity Framework (free)

package/skills/business/biz-sales/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.