aigroup-workflow 1.0.0

package/skills/jarvis/engineering-team/c-level-advisor/internal-narrative/references/narrative-frameworks.md

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+# Narrative Frameworks
+
+Reference frameworks for building compelling, consistent business narratives.
+
+---
+
+## 1. Storytelling Structure for Business
+
+### The SCR Framework (Situation, Complication, Resolution)
+
+Barbara Minto's Pyramid Principle adapted for business narrative. Works for any audience.
+
+**Situation:** The established facts everyone agrees on.
+**Complication:** What changed, what problem arose, what makes the situation untenable.
+**Resolution:** What you're doing about it, and why this solution works.
+
+**Example — Investor update:**
+> **Situation:** We entered Q2 with €650K ARR and a target of €800K. Our DACH pipeline was strong at 3x coverage.
+>
+> **Complication:** Two large deals (€90K combined ARR) that were expected to close in May pushed to Q3 due to procurement delays on the customer side. We ended Q2 at €710K — below target but within the range we'd flag as manageable.
+>
+> **Resolution:** Both deals are now signed with June start dates. We're entering Q3 at €800K ARR. We've added a new procurement risk flag to our pipeline methodology to catch this pattern earlier.
+
+**Why it works:** It respects the audience's intelligence, acknowledges the problem directly, and frames your response before they can object.
+
+---
+
+### The Problem-Solution-Evidence Structure
+
+Best for pitches, product announcements, and strategy communications.
+
+1. **The world as it is:** What's the current reality?
+2. **What's broken about it:** Why is the status quo painful or inefficient?
+3. **What we're doing:** Your specific solution
+4. **Why it works:** Evidence, mechanism, or proof
+5. **What happens next:** Call to action or forward look
+
+**Example — All-hands strategy communication:**
+> The world as it is: We have 80 customers in DACH. Churn is 8% annually. That means we're losing 6–7 customers a year just to stay flat.
+>
+> What's broken: Our onboarding takes 6 weeks. By week 4, customers haven't seen value yet and they're questioning the decision. We've traced 60% of churn to customers who never completed onboarding.
+>
+> What we're doing: We're redesigning onboarding to show the first meaningful mobility report within 48 hours of account activation.
+>
+> Why it will work: We ran this with 5 pilot customers in Q2. Time-to-first-value dropped from 4 weeks to 2 days. 4 of 5 expanded their contract within 60 days.
+>
+> What happens next: Engineering ships the new onboarding flow by August 15. CS is retrained by August 22. We'll run the new flow with all new customers from September 1 and report back at the October all-hands.
+
+---
+
+## 2. The Founder's Narrative
+
+The founder's personal story is one of the most underutilized assets in a startup. Used well, it anchors the company's mission and creates genuine connection.
+
+### The Founder Story Structure
+
+**Origin:** What led you to this problem? (Ideally personal — you experienced it, someone you loved experienced it, you couldn't stop thinking about why nobody was solving it)
+
+**Insight:** What did you see that others didn't? (Your unique perspective or unfair advantage)
+
+**Decision:** The moment you committed. (Specific, not aspirational — "I left my job on March 14" not "I decided to pursue my passion")
+
+**What you've learned:** 2–3 honest observations that shaped your approach. (Including what you got wrong)
+
+**Where you're going:** Connection from your personal why to where the company is heading.
+
+**Example (condensed):**
+> My mother had a fall in 2018 that broke her hip. She spent 3 months in rehabilitation. The terrifying part: nobody saw it coming. Her doctor had assessed her fall risk 4 months earlier — using a paper questionnaire. I spent two years talking to geriatricians trying to understand why this assessment was still done by hand, on paper, in 2018. The answer: nobody had made it easy enough for a non-specialist to do it digitally. That's what we're building.
+
+**Why it matters:** Investors, candidates, and customers all respond to a founder who started from a real problem rather than a market opportunity. The narrative makes you memorable and makes the mission credible.
+
+---
+
+## 3. How to Deliver Bad News Across Audiences
+
+### Universal principles
+
+1. **Internal first.** Always. Every time. No exceptions.
+2. **Direct, not hedged.** "We missed our Q2 target by 12%" beats "Q2 performance came in below our expectations."
+3. **Own it before explaining it.** Context comes after acknowledgment, not before.
+4. **State what you're doing.** Bad news without a response plan creates panic.
+5. **Give a timeline.** "We'll know more by [date]" is better than open-ended uncertainty.
+
+### Delivering bad news to employees
+
+**Format:** Synchronous (all-hands or team meeting), followed by written summary.
+
+**What to say:**
+- What happened (factual, no spin)
+- What it means for the company
+- What it means for them specifically (will roles change? Will comp change?)
+- What you're doing about it
+- When you'll have more information
+
+**What not to say:**
+- "I can't share the details" (share everything you legally can)
+- "This is actually good news because..." (if it's bad news, don't reframe it before acknowledging it)
+- "We saw this coming" (if you did, why didn't you tell them?)
+
+**Example — Missed fundraise:**
+> "I have to share news that's disappointing. We went out to raise a Series A in Q1, and we didn't close the round. We had term sheets that fell through when the market conditions shifted in April. We're not in crisis — we have 12 months of runway — but we need to recalibrate. Here's what that means concretely: we're pausing 3 open headcount. Everyone currently on the team keeps their role. We're going back to market in Q4 with stronger metrics. I'll share our updated financial model with everyone by Friday and answer every question you have."
+
+---
+
+### Delivering bad news to investors
+
+**Format:** Written update (monthly update format) + proactive call if material.
+
+**What to say:**
+- Headline the bad news in the first paragraph (don't bury it)
+- Context: what changed and what didn't change
+- What you're doing about it
+- What you need from them (if anything)
+
+**What investors hate:**
+- Finding out from someone other than you
+- Bad news wrapped in so much context they have to work to find it
+- "We're watching it closely" without specific action
+- Consistent over-optimism followed by consistent misses
+
+**Example — Investor update paragraph:**
+> "Revenue miss: We ended Q2 at €710K ARR vs. a target of €800K. Two deals totaling €90K pushed to Q3 due to customer procurement delays (not product or relationship issues — both have since signed). We've adjusted our sales process to flag procurement risk earlier. Q3 is starting at €800K with those deals live."
+
+---
+
+### Delivering bad news to customers
+
+**Scope:** Only share bad news that affects them. Don't share internal struggles that aren't relevant to their experience.
+
+**Format:** Proactive communication from their account owner or a senior leader.
+
+**What customers need:**
+- What happened (that affects them)
+- What you're doing about it
+- What they should do (if anything)
+- Who to contact
+
+**What customers don't need:**
+- Your internal financial struggles
+- Drama about team changes
+- More detail than affects their use of your product
+
+**Example — Service disruption:**
+> "Yesterday evening we experienced a 90-minute service outage that affected your access to [feature]. We've identified the root cause (a failed database migration) and deployed a fix. Your data is intact and complete. We've implemented additional monitoring to prevent this from recurring. I'd like to schedule a brief call to answer any questions you have."
+
+---
+
+## 4. Narrative Consistency Checklist
+
+Use before any significant external communication.
+
+### Pre-communication audit
+
+**Factual consistency:**
+- [ ] Is the ARR/revenue figure consistent with what we've shared with investors?
+- [ ] Is the team size consistent with what's on LinkedIn and our careers page?
+- [ ] Are our stated priorities consistent with our published roadmap?
+- [ ] Is our "stage" description consistent across all channels? (We can't be "early stage" to investors and "established leader" to customers)
+
+**Message consistency:**
+- [ ] Does this message conflict with anything said in the last 90 days?
+- [ ] If an employee read this external message, would they recognize the company?
+- [ ] If an investor read our internal all-hands, would they find anything that contradicts what we've told them?
+
+**Audience appropriateness:**
+- [ ] Have we answered the key question for this specific audience?
+- [ ] Have we avoided sharing information this audience doesn't need and shouldn't have?
+- [ ] Have we framed the message for what this audience cares about — not what we want them to care about?
+
+---
+
+## 5. All-Hands Presentation Templates
+
+See `templates/all-hands-template.md` for the complete slide-by-slide template.
+
+### Monthly all-hands (30–45 min)
+
+**Structure:**
+1. State of the company (10 min) — honest, metric-driven
+2. Progress on quarterly rocks (5 min) — on track / off track / done
+3. Team spotlight (5 min) — one team's work, why it matters
+4. What's coming next 30 days (5 min) — what to expect
+5. Q&A (10–15 min) — real questions, real answers
+
+### Quarterly all-hands (60–90 min)
+
+**Structure:**
+1. Last quarter results vs. targets (15 min)
+2. What we learned (10 min) — honest reflection on what didn't work
+3. Next quarter priorities (15 min) — company rocks, why these three
+4. Strategy update (10 min) — anything changing? Why?
+5. Team recognition (10 min) — specific, values-linked examples
+6. Q&A (15–20 min)
+
+### Annual all-hands (2–4 hours, often a full day)
+
+**Structure:**
+1. Year in review: what we achieved (30 min)
+2. What we learned — what we'd do differently (20 min)
+3. State of the company: financial health, competitive position (20 min)
+4. 3-year vision update (30 min)
+5. Next year's strategy and priorities (30 min)
+6. Department presentations: what each team is building (60 min)
+7. Celebrations and recognition (20 min)
+8. Q&A + social (open-ended)
+
+### The "no-BS questions" technique
+
+At any all-hands, reserve the last 5 minutes for: "What question are you afraid to ask publicly? Submit anonymously via [link]."
+
+Read 3–5 of the hardest ones out loud and answer them honestly. This builds more trust than 45 minutes of polished presentation.

package/skills/jarvis/engineering-team/c-level-advisor/internal-narrative/templates/all-hands-template.md

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+# All-Hands Presentation Template
+
+**Monthly format (30–45 min) | Adjust timing for quarterly/annual**
+
+---
+
+## Slide 1: State of the Company
+
+**Headline:** One honest sentence about where we are right now.
+
+> "We're ahead on revenue, behind on hiring, and Q3 is looking strong."
+
+**3 key metrics (vs. target):**
+| Metric | Target | Actual | Status |
+|--------|--------|--------|--------|
+| ARR / Revenue | | | 🟢/🟡/🔴 |
+| [Key growth metric] | | | |
+| [Key health metric] | | | |
+
+**One sentence on momentum:** Are we accelerating, steady, or facing headwinds? Be honest.
+
+---
+
+## Slide 2: Progress on Quarterly Rocks
+
+For each company-level rock:
+
+| Rock | Owner | Status |
+|------|-------|--------|
+| [Rock 1 description] | [Name] | ✅ Done / 🟡 On track / 🔴 At risk |
+| [Rock 2 description] | [Name] | |
+| [Rock 3 description] | [Name] | |
+
+For any 🔴 at-risk rock: one sentence on what changed and what we're doing about it.
+
+---
+
+## Slide 3: What We're Proud Of
+
+**One specific win from the last 30 days.**
+
+Not the metric — the story behind it.
+
+> "CS team saved the Müller Group account after a critical feature gap was flagged 72 hours before their renewal. They pulled together engineering, product, and sales in 24 hours and presented a roadmap commitment that converted a churned account into an expansion. That's what customer obsession looks like."
+
+Tie to a company value. Name the people involved.
+
+---
+
+## Slide 4: What We Learned / What Didn't Work
+
+**One honest thing that didn't go as planned.**
+
+> "Our Q2 product launch was delayed 3 weeks because we underestimated the testing scope for the new export feature. We shipped it, customers are using it, but we learned that our pre-launch testing checklist needs to include third-party integration validation. We've added that to the template."
+
+If it's small: 2 sentences. If it's big: more time here, less elsewhere.
+
+**Why this slide exists:** A company that only celebrates wins teaches people to hide problems. This slide teaches people that honesty is valued.
+
+---
+
+## Slide 5: What's Coming Next 30 Days
+
+**3 things to know about:**
+
+1. [Upcoming release / launch / event] — [What it is and why it matters]
+2. [Hiring update or org change] — [Honest current state]
+3. [External event / partnership / market development] — [What we're watching]
+
+**What NOT to include:** Vague aspirations. Only things people can actually act on or prepare for.
+
+---
+
+## Slide 6: Q&A
+
+**Format:** Live questions preferred. Anonymous submission option always available.
+
+**CEO rules for Q&A:**
+- Answer the question asked, not the one you wish they'd asked
+- "I don't know, but I'll find out and share by [date]" > vague answer
+- "I can't share that yet because [reason], but I will when I can" > "no comment"
+- If the same question has been asked three times across all-hands, it's a communication gap — fix it
+
+**Closing line:**
+> "Thanks for your time. If you have a question you didn't get to ask — Slack me directly, or use the anonymous form. I read every one."
+
+---
+
+## Presenter Notes
+
+**Before every all-hands:**
+- [ ] Review last all-hands deck — anything promised that wasn't delivered?
+- [ ] Check: is there anything employees should have heard from us before this meeting?
+- [ ] Have 3–5 real Q&A answers prepared for the hardest questions you'd expect
+
+**During Q&A:**
+- [ ] Don't deflect hard questions — they remember
+- [ ] Don't over-explain — short answers signal confidence
+- [ ] Don't let one person dominate — "let's take that to a 1:1" is a valid response
+
+**After every all-hands:**
+- [ ] Send a written summary within 24 hours (key metrics, decisions, answers to top questions)
+- [ ] Follow up on any commitments made during Q&A within the stated timeframe

package/skills/jarvis/engineering-team/c-level-advisor/intl-expansion/SKILL.md

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+---
+name: "intl-expansion"
+description: "International market expansion strategy. Market selection, entry modes, localization, regulatory compliance, and go-to-market by region. Use when expanding to new countries, evaluating international markets, planning localization, or building regional teams."
+license: MIT
+metadata:
+  version: 1.0.0
+  author: Alireza Rezvani
+  category: c-level
+  domain: international-strategy
+  updated: 2026-03-05
+---
+
+# International Expansion
+
+Frameworks for expanding into new markets: selection, entry, localization, and execution.
+
+## Keywords
+international expansion, market entry, localization, go-to-market, GTM, regional strategy, international markets, market selection, cross-border, global expansion
+
+## Quick Start
+
+**Decision sequence:** Market selection → Entry mode → Regulatory assessment → Localization plan → GTM strategy → Team structure → Launch.
+
+## Market Selection Framework
+
+### Scoring Matrix
+| Factor | Weight | How to Assess |
+|--------|--------|---------------|
+| Market size (addressable) | 25% | TAM in target segment, willingness to pay |
+| Competitive intensity | 20% | Incumbent strength, market gaps |
+| Regulatory complexity | 20% | Barriers to entry, compliance cost, timeline |
+| Cultural distance | 15% | Language, business practices, buying behavior |
+| Existing traction | 10% | Inbound demand, existing customers, partnerships |
+| Operational complexity | 10% | Time zones, infrastructure, payment systems |
+
+### Entry Modes
+| Mode | Investment | Control | Risk | Best For |
+|------|-----------|---------|------|----------|
+| **Export** (sell remotely) | Low | Low | Low | Testing demand |
+| **Partnership** (reseller/distributor) | Medium | Medium | Medium | Markets with strong local requirements |
+| **Local team** (hire in-market) | High | High | High | Strategic markets with proven demand |
+| **Entity** (full subsidiary) | Very high | Full | High | Major markets, regulatory requirement |
+| **Acquisition** | Highest | Full | Highest | Fast market entry with existing base |
+
+**Default path:** Export → Partnership → Local team → Entity (graduate as revenue justifies).
+
+## Localization Checklist
+
+### Product
+- [ ] Language (UI, documentation, support content)
+- [ ] Currency and pricing (local pricing, not just conversion)
+- [ ] Payment methods (varies wildly by market)
+- [ ] Date/time/number formats
+- [ ] Legal requirements (data residency, privacy)
+- [ ] Cultural adaptation (not just translation)
+
+### Go-to-Market
+- [ ] Messaging adaptation (what resonates locally)
+- [ ] Channel strategy (channels differ by market)
+- [ ] Local case studies and social proof
+- [ ] Local partnerships and integrations
+- [ ] Event/conference presence
+- [ ] Local SEO and content
+
+### Operations
+- [ ] Legal entity (if required)
+- [ ] Tax compliance
+- [ ] Employment law (if hiring locally)
+- [ ] Customer support (hours, language)
+- [ ] Banking and payments
+
+## Key Questions
+
+- "Is there pull from the market, or are we pushing?"
+- "What's the cost of entry vs the 3-year revenue opportunity?"
+- "Can we serve this market from HQ, or do we need boots on the ground?"
+- "What's the regulatory timeline? Can we launch before the paperwork is done?"
+- "Who's winning in this market and what would it take to displace them?"
+
+## Common Mistakes
+
+| Mistake | Why It Happens | Prevention |
+|---------|---------------|------------|
+| Entering too many markets at once | FOMO, board pressure | Max 1-2 new markets per year |
+| Copy-paste GTM from home market | Assuming buyers are the same | Research local buying behavior |
+| Underestimating regulatory cost | "We'll figure it out" | Regulatory assessment BEFORE committing |
+| Hiring too early | Optimism | Prove demand before hiring local team |
+| Wrong pricing (just converting) | Laziness | Research willingness to pay locally |
+
+## Integration with C-Suite Roles
+
+| Role | Contribution |
+|------|-------------|
+| CEO | Market selection, strategic commitment |
+| CFO | Investment sizing, ROI modeling, entity structure |
+| CRO | Revenue targets, sales model adaptation |
+| CMO | Positioning, channel strategy, local brand |
+| CPO | Localization roadmap, feature priorities |
+| CTO | Infrastructure, data residency, scaling |
+| CHRO | Local hiring, employment law, comp |
+| COO | Operations setup, process adaptation |
+
+## Resources
+- `references/market-entry-playbook.md` — detailed entry playbook by market type
+- `references/regional-guide.md` — specific considerations for key regions (EU, US, APAC, LATAM)

package/skills/jarvis/engineering-team/c-level-advisor/intl-expansion/references/market-entry-playbook.md

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+# Market Entry Playbook
+
+Step-by-step framework for entering a new international market.
+
+## Phase 0: Validation (4-8 weeks)
+
+Before committing resources, validate demand:
+
+### Signal Assessment
+| Signal | Strength | Action |
+|--------|----------|--------|
+| Inbound inquiries from the market | Strong | Fast-track evaluation |
+| Existing customers using from that market | Strong | Interview them, understand needs |
+| Competitor succeeding there | Medium | Market exists, but competition too |
+| Partner referral | Medium | Validate independently |
+| Market research says it's big | Weak | Research ≠ demand |
+| Board says "we should be in X" | Weakest | Push back with data |
+
+### Lightweight Validation
+1. **Landing page test** — localized landing page with waitlist
+2. **Ad spend test** — $2-5K in targeted ads, measure conversion
+3. **Sales outreach** — 20 calls to potential customers in market
+4. **Partner conversations** — 3-5 potential local partners
+5. **Competitor analysis** — who's there, what they charge, customer reviews
+
+**Pass criteria:** At least 2 of: qualified pipeline > $50K, waitlist > 100, partner willing to co-sell.
+
+## Phase 1: Planning (4-6 weeks)
+
+### Market-Specific GTM
+| Element | Home Market | New Market | Notes |
+|---------|------------|------------|-------|
+| ICP | [your ICP] | [adapted ICP] | May be different segment |
+| Pricing | [home price] | [local price] | Value-based, not conversion |
+| Channels | [home channels] | [local channels] | Research what works locally |
+| Sales model | [home model] | [adapted model] | Self-serve may not work everywhere |
+| Support | [home support] | [local support] | Language, hours, expectations |
+
+### Pricing Strategy by Market
+- **Developed markets (US, UK, DACH, Nordics):** Price for value, premium positioning
+- **Growth markets (Southern Europe, Eastern Europe):** 20-40% discount from core market
+- **Emerging markets (LATAM, SEA):** 40-60% discount or different packaging
+- **Enterprise everywhere:** Don't discount — add local value instead
+
+### Regulatory Pre-Work
+1. Data residency requirements (where must data live?)
+2. Industry-specific regulations (healthcare, finance, education)
+3. Tax obligations (VAT, withholding, nexus)
+4. Employment law basics (if hiring)
+5. Import/export restrictions (if applicable)
+6. Timeline to compliance (weeks, months, years?)
+
+## Phase 2: Entry (8-12 weeks)
+
+### Minimum Viable Presence
+| Element | MVP | Full | When to Upgrade |
+|---------|-----|------|-----------------|
+| Legal entity | None (sell cross-border) | Local subsidiary | Revenue > $500K/year |
+| Team | Remote sales + support | Local office | > 5 local employees |
+| Product | English + key translations | Full localization | Customer feedback demands it |
+| Payments | International card processing | Local payment methods | Conversion drops |
+| Support | Home team covers (extended hours) | Local support team | Volume requires it |
+
+### Launch Sequence
+1. **Week 1-2:** Product localization (minimum viable)
+2. **Week 3-4:** Local pricing and payment setup
+3. **Week 5-6:** Marketing launch (content, ads, PR)
+4. **Week 7-8:** Sales activation (outreach, partner launch)
+5. **Week 9-12:** Iterate based on first customers
+
+### First 10 Customers
+These are your foundation. Over-invest in their success:
+- Weekly check-ins for first 90 days
+- Dedicated support contact
+- Feedback loop to product team
+- Case study development
+- Referral program
+
+## Phase 3: Scale (6-12 months)
+
+### When to Invest More
+| Signal | Action |
+|--------|--------|
+| Pipeline > 3x capacity | Hire more sales |
+| Support tickets in local language > 30% | Hire local support |
+| Regulatory requirement for local entity | Establish subsidiary |
+| Revenue > $500K ARR from market | Appoint country manager |
+| 3+ enterprise deals require local presence | Open local office |
+
+### Country Manager Profile
+First local hire matters enormously:
+- **Must have:** Domain expertise, local network, startup mentality
+- **Nice to have:** Experience with your type of product
+- **Red flag:** Wants to build a big team immediately
+- **Ideal:** Someone who can sell, support, and partner — a generalist
+
+### Common Scaling Mistakes
+1. **Hiring a country manager too early** — Before product-market fit in that market
+2. **Building a full local team before proving the model** — Expensive and hard to unwind
+3. **Letting the local team operate independently** — They need to integrate, not isolate
+4. **Ignoring local competition** — They know the market better than you
+5. **Applying home-market playbook** — What works in the US may fail in Germany
+
+## Market Type Playbooks
+
+### Expanding Within Europe (DACH → EU)
+- Regulatory: GDPR already covers you, but check industry-specific
+- Languages: English works for Nordics/Netherlands, but not for France/Spain/Italy
+- Pricing: PPP varies less within EU, but willingness to pay differs
+- Sales: Direct works for DACH/Nordics, partner-heavy for Southern Europe
+- Fastest path: UK → Nordics → Benelux → France → Spain → Italy
+
+### Entering the US from Europe
+- Legal: Delaware C-Corp for investment compatibility
+- Sales: Everything is bigger — territories, deal sizes, expectations
+- Pricing: Usually 20-30% higher than Europe
+- Support: US customers expect fast response, US business hours
+- Competition: More competitors, but also more budget
+- Entry: Start with coast (NYC or SF), not middle America
+
+### Entering APAC
+- Diversity: APAC is not one market — it's 20+
+- Start: Singapore (English, business-friendly) or Australia
+- Japan/Korea: Need local partner, high localization bar
+- India: Large market, price-sensitive, relationship-driven
+- China: Separate strategy entirely, regulatory complexity extreme
+
+## Measuring Success
+
+| Metric | Month 3 Target | Month 6 Target | Month 12 Target |
+|--------|---------------|----------------|-----------------|
+| Pipeline | 10x of revenue target | 5x of revenue target | 3x of revenue target |
+| Customers | 5-10 | 20-50 | 50-100+ |
+| ARR | $50-100K | $200-500K | $500K-1M |
+| NPS | > 30 | > 40 | > 50 |
+| Churn | < 5% monthly | < 3% monthly | < 2% monthly |
+
+Metrics should improve each quarter. If they flatten, something's wrong with product-market fit in that specific market.