aigroup-workflow 1.0.1 → 1.1.0

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

@@ -1,169 +0,0 @@
----
-name: "cmo-advisor"
-description: "Marketing leadership for scaling companies. Brand positioning, growth model design, marketing budget allocation, and marketing org design. Use when designing brand strategy, selecting growth models (PLG vs sales-led vs community-led), allocating marketing budgets, building marketing teams, or when user mentions CMO, brand strategy, growth model, CAC, LTV, channel mix, or marketing ROI."
-license: MIT
-metadata:
-  version: 1.0.0
-  author: Alireza Rezvani
-  category: c-level
-  domain: cmo-leadership
-  updated: 2026-03-05
-  python-tools: marketing_budget_modeler.py, growth_model_simulator.py
-  frameworks: brand-positioning, growth-frameworks, marketing-org
----
-
-# CMO Advisor
-
-Strategic marketing leadership — brand positioning, growth model design, budget allocation, and org design. Not campaign execution or content creation; those have their own skills. This is the engine.
-
-## Keywords
-CMO, chief marketing officer, brand strategy, brand positioning, growth model, product-led growth, PLG, sales-led growth, community-led growth, marketing budget, CAC, customer acquisition cost, LTV, lifetime value, channel mix, marketing ROI, pipeline contribution, marketing org, category design, competitive positioning, growth loops, payback period, MQL, pipeline coverage
-
-## Quick Start
-
-```bash
-# Model budget allocation across channels, project MQL output by scenario
-python scripts/marketing_budget_modeler.py
-
-# Project MRR growth by model, show impact of channel mix shifts
-python scripts/growth_model_simulator.py
-```
-
-**Reference docs (load when needed):**
-- `references/brand_positioning.md` — category design, messaging architecture, battlecards, rebrand framework
-- `references/growth_frameworks.md` — PLG/SLG/CLG playbooks, growth loops, switching models
-- `references/marketing_org.md` — team structure by stage, hiring sequence, agency vs. in-house
-
----
-
-## The Four CMO Questions
-
-Every CMO must own answers to these — no one else in the C-suite can:
-
-1. **Who are we for?** — ICP, positioning, category
-2. **Why do they choose us?** — Differentiation, messaging, brand
-3. **How do they find us?** — Growth model, channel mix, demand gen
-4. **Is it working?** — CAC, LTV:CAC, pipeline contribution, payback period
-
----
-
-## Core Responsibilities (Brief)
-
-**Brand & Positioning** — Define category, build messaging architecture, maintain competitive differentiation. Details → `references/brand_positioning.md`
-
-**Growth Model** — Choose and operate the right acquisition engine: PLG, sales-led, community-led, or hybrid. The growth model determines team structure, budget, and what "working" means. Details → `references/growth_frameworks.md`
-
-**Marketing Budget** — Allocate from revenue target backward: new customers needed → conversion rates by stage → MQLs needed → spend by channel based on CAC. Run `marketing_budget_modeler.py` for scenarios.
-
-**Marketing Org** — Structure follows growth model. Hire in sequence: generalist first, then specialist in the working channel, then PMM, then marketing ops. Details → `references/marketing_org.md`
-
-**Channel Mix** — Audit quarterly: MQLs, cost, CAC, payback, trend. Scale what's improving. Cut what's worsening. Don't optimize a channel that isn't in the strategy.
-
-**Board Reporting** — Pipeline contribution, CAC by channel, payback period, LTV:CAC. Not impressions. Not MQLs in isolation.
-
----
-
-## Key Diagnostic Questions
-
-Ask these before making any strategic recommendation:
-
-- What's your CAC **by channel** (not blended)?
-- What's the payback period on your largest channel?
-- What's your LTV:CAC ratio?
-- What % of pipeline is marketing-sourced vs. sales-sourced?
-- Where do your **best customers** (highest LTV, lowest churn) come from?
-- What's your MQL → Opportunity conversion rate? (proxy for lead quality)
-- Is this brand work or performance marketing? (different timelines, different metrics)
-- What's the activation rate in the product? (PLG signal)
-- If a prospect doesn't buy, why not? (win/loss data)
-
----
-
-## CMO Metrics Dashboard
-
-| Category | Metric | Healthy Target |
-|----------|--------|---------------|
-| **Pipeline** | Marketing-sourced pipeline % | 50–70% of total |
-| **Pipeline** | Pipeline coverage ratio | 3–4x quarterly quota |
-| **Pipeline** | MQL → Opportunity rate | > 15% |
-| **Efficiency** | Blended CAC payback | < 18 months |
-| **Efficiency** | LTV:CAC ratio | > 3:1 |
-| **Efficiency** | Marketing % of total S&M spend | 30–50% |
-| **Growth** | Brand search volume trend | ↑ QoQ |
-| **Growth** | Win rate vs. primary competitor | > 50% |
-| **Retention** | NPS (marketing-sourced cohort) | > 40 |
-
----
-
-## Red Flags
-
-- No defined ICP — "companies with 50-1000 employees" is not an ICP
-- Marketing and sales disagree on what an MQL is (this is always a system problem, not a people problem)
-- CAC tracked only as a blended number — channel-level CAC is non-negotiable
-- Pipeline attribution is self-reported by sales reps, not CRM-timestamped
-- CMO can't answer "what's our payback period?" without a 48-hour research project
-- Brand work and performance marketing have no shared narrative — they're contradicting each other
-- Marketing team is producing content with no documented positioning to anchor it
-- Growth model was chosen because a competitor uses it, not because the product/ACV/ICP fits
-
----
-
-## Integration with Other C-Suite Roles
-
-| When... | CMO works with... | To... |
-|---------|-------------------|-------|
-| Pricing changes | CFO + CEO | Understand margin impact on positioning and messaging |
-| Product launch | CPO + CTO | Define launch tier, GTM motion, messaging |
-| Pipeline miss | CFO + CRO | Diagnose: volume problem, quality problem, or velocity problem |
-| Category design | CEO | Secure multi-year organizational commitment to the narrative |
-| New market entry | CEO + CFO | Validate ICP, budget, localization requirements |
-| Sales misalignment | CRO | Align on MQL definition, SLA, and pipeline ownership |
-| Hiring plan | CHRO | Define marketing headcount and skill profile by stage |
-| Retention insights | CCO | Use expansion and churn data to sharpen ICP and messaging |
-| Competitive threat | CEO + CRO | Coordinate battlecards, win/loss, repositioning response |
-
----
-
-## Resources
-
-- **References:** `references/brand_positioning.md`, `references/growth_frameworks.md`, `references/marketing_org.md`
-- **Scripts:** `scripts/marketing_budget_modeler.py`, `scripts/growth_model_simulator.py`
-
-
-## Proactive Triggers
-
-Surface these without being asked when you detect them in company context:
-- CAC rising quarter over quarter → channel efficiency declining, investigate
-- No brand positioning documented → messaging inconsistent across channels
-- Marketing budget allocation hasn't changed in 6+ months → market changed, budget didn't
-- Competitor launched major campaign → flag for competitive response
-- Pipeline contribution from marketing unclear → measurement gap, fix before spending more
-
-## Output Artifacts
-
-| Request | You Produce |
-|---------|-------------|
-| "Plan our marketing budget" | Channel allocation model with CAC targets per channel |
-| "Position us vs competitors" | Positioning map + messaging framework + proof points |
-| "Design our growth model" | Growth projection with channel mix scenarios |
-| "Build the marketing team" | Hiring plan with sequence, roles, agency vs in-house |
-| "Marketing board section" | Pipeline contribution report with channel ROI |
-
-## Reasoning Technique: Recursion of Thought
-
-Draft a marketing strategy, then critique it from the customer's perspective. Refine based on the critique. Repeat until the strategy survives scrutiny.
-
-## Communication
-
-All output passes the Internal Quality Loop before reaching the founder (see `agent-protocol/SKILL.md`).
-- Self-verify: source attribution, assumption audit, confidence scoring
-- Peer-verify: cross-functional claims validated by the owning role
-- Critic pre-screen: high-stakes decisions reviewed by Executive Mentor
-- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
-- Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 assumed.
-
-## Context Integration
-
-- **Always** read `company-context.md` before responding (if it exists)
-- **During board meetings:** Use only your own analysis in Phase 2 (no cross-pollination)
-- **Invocation:** You can request input from other roles: `[INVOKE:role|question]`

package/skills/jarvis/engineering-team/c-level-advisor/cmo-advisor/references/brand_positioning.md

@@ -1,374 +0,0 @@
-# Brand Positioning Reference
-
-Practical frameworks for defining, communicating, and defending your market position. Not theory — applied tools for CMOs who need to get this right.
-
----
-
-## 1. Category Design Frameworks
-
-### The Category Design Principle
-
-Every product exists in a category — either one you define or one someone else defined. If you're not designing your category, your competitors are designing it for you, and they'll design it to exclude you.
-
-**Category design is not renaming an existing category.** It's declaring that the existing category no longer solves the problem adequately, and that a new category — which you happen to lead — is required.
-
-### The Three-Act Category Design Narrative
-
-**Act 1: Name the problem**
-Identify a problem that's real, growing, and underserved. Not a problem you invented — a problem your best customers articulate before they've heard your pitch.
-
-> "Enterprise software teams are deploying faster than ever, but their security reviews still take 3 weeks — because security was built for a world where deployments happen monthly, not hourly."
-
-**Act 2: Define the new category**
-Name the category in terms of the outcome, not the feature. The category name should describe what customers achieve, not what the product does.
-
-> "Continuous security" — not "automated security scanning" or "DevSecOps platform."
-
-**Act 3: Position yourself as the category leader**
-You can't just claim leadership — you need proof: customers, analysts, community, content, events. Leadership is built, not declared.
-
-> "Snyk is building the continuous security category. 1.2M developers have adopted Snyk. Gartner lists us as a Cool Vendor in AppSec."
-
-### When Category Design Works
-
-| Condition | Explanation |
-|-----------|-------------|
-| Market timing | The problem is growing but the existing category is inadequate |
-| CEO commitment | Category design is a 3-5 year initiative, not a marketing campaign |
-| Analyst alignment | Gartner, Forrester, or G2 need to recognize your category |
-| Community | Practitioners adopt the vocabulary before buyers do |
-| Content moat | You publish the defining content for the category before competitors |
-
-### Category Design Pitfalls
-
-- **Naming the category after yourself:** "The [Your Company] Category" is not a category. It's a vanity.
-- **Categories that don't solve analyst definitions:** If Gartner doesn't have a Magic Quadrant for your category, you're fighting uphill.
-- **Jargon without adoption:** If your category name requires a two-paragraph explanation, it won't stick.
-- **Starting a category war you can't win:** If an incumbent can copy your category name and launch in 90 days, you don't have a defensible category.
-
-### The Lightning Strike Strategy
-
-Category design requires concentrated, coordinated effort — not slow drip. Execute these simultaneously:
-
-1. **Major piece of research or data** (the "State of X" report)
-2. **Category-defining event** (host it, don't just attend)
-3. **Analyst briefing** (educate Gartner/Forrester on the category before they define it themselves)
-4. **Book or manifesto** (long-form content that becomes the category Bible)
-5. **Community formation** (a Slack group, a conference, a certification that practitioners want)
-
-Do all five within a 3-month window. This creates gravity around your category claim.
-
----
-
-## 2. Messaging Architecture
-
-### The Messaging Hierarchy
-
-Every piece of content — from a tweet to a 60-page whitepaper — should trace back to this hierarchy. When it doesn't, you have messaging drift.
-
-```
-Level 1: Brand Promise
-"[Company] [verb] [outcome] for [audience]"
-→ Doesn't change. This is the north star.
-
-Level 2: Positioning Statement (internal)
-For [target customer] who [has this problem],
-[Company] is the [market category] that [differentiated capability]
-unlike [alternatives], [Company] [proof of differentiation].
-
-Level 3: Value Propositions (3-4 max, one per key outcome)
-Each VP: headline (5-8 words) + 2-3 sentence explanation + proof point
-
-Level 4: Proof Points
-Data, case studies, certifications, analyst recognition — evidence for each VP
-
-Level 5: Channel Adaptations
-Website copy, sales deck, ad copy, email — same hierarchy, different format
-```
-
-### Writing a Positioning Statement
-
-The Geoffrey Moore / April Dunford format is still the best framework:
-
-**Template:**
-```
-For [specific target customer]
-who [has this specific, painful problem],
-[Company name] is the [market category]
-that [key differentiated capability].
-Unlike [primary alternatives],
-[Company] [proof of differentiation — something measurable or unique].
-```
-
-**Bad example (too generic):**
-> For B2B companies who want to grow faster, Acme is the marketing platform that helps you get more leads. Unlike other platforms, Acme is easy to use and powerful.
-
-**Good example (specific and falsifiable):**
-> For DevOps teams in regulated industries who spend 20% of their sprint cycles on compliance reviews, Acme is the compliance automation platform that embeds regulatory checks directly into the CI/CD pipeline. Unlike manual compliance tools that create a separate review queue, Acme's policy-as-code approach reduces compliance-related cycle time by 60% without slowing deployments.
-
-**Test your positioning statement:**
-1. Can a competitor say the exact same thing? (If yes, it's not differentiated)
-2. Does it describe what you do or what the customer gets? (Should be the latter)
-3. Would your best customer say "yes, that's exactly my problem"? (If not, wrong ICP)
-4. Is it falsifiable? (Claims you can't prove are liabilities)
-
-### Value Proposition Development
-
-**Structure for each VP:**
-
-| Element | Description | Example |
-|---------|-------------|---------|
-| Outcome headline | What changes for the customer (5-8 words) | "Ship features 3x faster" |
-| The problem | Why this matters now (1 sentence) | "Compliance reviews block 40% of releases in regulated industries" |
-| Our approach | How we solve it differently (1-2 sentences) | "Policy-as-code embeds checks in the pipeline instead of adding a gate at the end" |
-| Proof | Evidence this is real (1 sentence + data point) | "Customers reduce compliance cycle time by 60% in the first 90 days" |
-
-**3-VP Architecture is the standard:**
-- VP1: Core outcome (what most customers primarily buy for)
-- VP2: Secondary benefit (makes the decision easier or stickier)
-- VP3: Differentiator (what tips competitive decisions in your favor)
-
-### Proof Point Hierarchy
-
-Not all proof is equal. When you make a claim, match the strength of your proof to the importance of the claim.
-
-| Proof Type | Strength | Best Used For |
-|------------|---------|--------------|
-| Third-party data (analyst report, research) | Highest | Category claims, market size |
-| Customer ROI data with name | High | Value propositions |
-| Customer quote with name and company | Medium-high | Specific pain points and outcomes |
-| Aggregated customer data ("customers report…") | Medium | Directional claims |
-| Internal testing or benchmark | Medium-low | Product capability claims |
-| "Designed to…" or "built for…" | Low | Product direction only |
-| "We believe…" or "we think…" | Lowest | Vision statements only |
-
-**Proof point development process:**
-1. Write the claim you want to make
-2. Identify the strongest available proof
-3. If proof is weak, either soften the claim or invest in getting better proof
-4. Never publish a claim without knowing what happens when a skeptic asks "prove it"
-
----
-
-## 3. Competitive Positioning Maps
-
-### The Two-Axis Map
-
-Choose two dimensions that:
-1. Both matter to your target buyer
-2. Create clear differentiation between you and competitors
-3. You can credibly defend
-
-**Choosing the axes:**
-- Axis 1 should show a dimension where you win and most competitors cluster on the wrong side
-- Axis 2 should show a dimension buyers care about deeply (ease, speed, breadth, price, compliance, etc.)
-
-**What to avoid:**
-- "Quality" vs. "Price" — too generic, every company claims the top-left
-- Dimensions your competitors can match in one release cycle
-- Dimensions that only your product team understands, not buyers
-
-### Competitive Analysis Template
-
-For each major competitor:
-
-**Company:** _______________
-
-| Dimension | What They Claim | What Customers Actually Experience | Gap |
-|-----------|----------------|-----------------------------------|-----|
-| Positioning | | | |
-| Primary differentiator | | | |
-| Pricing | | | |
-| Ideal customer | | | |
-| Weakness (win/loss data) | | | |
-| What they say about you | | | |
-
-**Sources for competitive intelligence:**
-- Win/loss interviews (primary source — nothing beats this)
-- G2/Capterra reviews (what customers say publicly)
-- Glassdoor (tells you about internal culture and focus)
-- LinkedIn job postings (what they're building next)
-- Their pricing page changes (what they're competing on)
-- Conference talks from their product and sales leaders
-
-### Battlecard Format
-
-One page per competitor. Used by sales, not marketing.
-
-```
-COMPETING AGAINST: [Competitor Name]
-
-WHY CUSTOMERS CONSIDER THEM:
-(2-3 bullets — be honest about their appeal)
-
-OUR DIFFERENTIATION:
-(2-3 bullets — factual, not marketing language)
-
-THE LANDMINE QUESTION:
-(One question that exposes their weakness. The answer should make the buyer uncomfortable choosing them.)
-Example: "How long does your typical implementation take? And what's your SLA if it runs over?"
-
-OUR PROOF POINTS IN THIS COMPARISON:
-- [Customer name] switched from [competitor] after [specific reason], saw [specific result]
-- [Data point that directly contradicts competitor's primary claim]
-
-THEIR LIKELY COUNTER-MOVES:
-(What will they say about us? How do we respond?)
-
-WHEN TO WALK AWAY:
-(If the prospect values X more than Y, we are not the right fit — say so)
-```
-
----
-
-## 4. Brand Voice Development
-
-### What Brand Voice Is (and Isn't)
-
-**Brand voice is NOT:**
-- A list of adjectives ("we are professional, innovative, and customer-focused")
-- The tone you use in formal communications
-- The font and color palette (that's visual identity)
-
-**Brand voice IS:**
-- How the company sounds across every written touchpoint
-- Consistent enough to be recognizable, flexible enough to be human
-- Grounded in what your best customers actually value
-
-### The Voice Attribute Framework
-
-Define 3-4 voice attributes. For each:
-1. **What it means** (in one sentence)
-2. **What it sounds like** (one example)
-3. **What it doesn't mean** (the common mistake that goes wrong)
-
-**Example:**
-
-| Attribute | Means | Sounds like | Doesn't mean |
-|-----------|-------|------------|--------------|
-| Direct | We say what we mean without hedging | "Your compliance review takes 3 weeks. It shouldn't." | Blunt, rude, or dismissive |
-| Expert | We speak from depth, not from trend | "Here's why most security gates fail at scale, and what actually works." | Jargon-heavy or condescending |
-| Honest | We acknowledge what we don't do | "We're not the best fit if you need a one-size-fits-all platform." | Self-deprecating or uncertain |
-| Human | Real people write for real people | "Deploying on a Friday? Here's what we'd check first." | Casual, unprofessional |
-
-### Voice Consistency Testing
-
-Take a random sample of 10 recent pieces of content:
-- Website homepage and pricing page
-- 3 blog posts from different authors
-- 5 outbound emails from sales
-- 3 social posts
-- 1 press release
-
-Score each on: Does this sound like us? (1-5)
-
-Average < 3: You have a brand voice problem. The cause is usually no documented guidelines, or guidelines that exist but aren't enforced.
-
-### Voice in Different Contexts
-
-The attribute stays the same. The tone adjusts.
-
-| Context | Tone adjustment | Example of "Direct" |
-|---------|----------------|---------------------|
-| Homepage | Confident | "Compliance reviews don't have to slow you down." |
-| Technical docs | Precise | "Set the policy threshold to 0.95 to enforce mandatory approval." |
-| Error messages | Helpful | "That didn't work. Here's the most common reason why, and how to fix it." |
-| Support | Empathetic | "That's frustrating. Here's what happened and what we're doing about it." |
-| Sales outreach | Respectful | "Most teams in your space have this problem. Worth 20 minutes to explore?" |
-
----
-
-## 5. Rebrand Decision Framework
-
-### When Rebrands Succeed vs. Fail
-
-**Successful rebrands:**
-- Driven by a genuine strategic shift (new category, new ICP, new market)
-- Have internal alignment before external launch
-- Are accompanied by product and messaging changes — not just visual
-- Have a 6-12 month transition plan for existing customers
-
-**Failed rebrands:**
-- Driven by internal boredom with the old brand
-- Executed as a "refresh" without repositioning the value proposition
-- Lack leadership conviction (executives still describe the company in the old terms)
-- Launch with a new logo but same product, same messaging, same ICP
-
-### The Rebrand Decision Matrix
-
-Answer each question. More "yes" answers = more likely rebrand is warranted.
-
-| Question | Yes | No |
-|----------|-----|-----|
-| Has our ICP changed significantly in the last 18 months? | Rebrand | Stay |
-| Are we entering a new market where the current brand creates friction? | Rebrand | Stay |
-| Does the brand name have negative associations in the market? | Rebrand | Stay |
-| Has an acquisition changed our core identity? | Rebrand | Stay |
-| Is the current brand actively hurting sales conversations? (evidence required) | Rebrand | Stay |
-| Are we bored with the brand? | Stay | — |
-| Did leadership change? | Stay | — |
-| Are competitors rebranding? | Stay | — |
-
-Score: 3+ "Rebrand" answers with evidence = worth a serious evaluation.
-
-### Rebrand Risk Assessment
-
-**Name change** is the highest-risk rebrand element. Before committing:
-- Legal: trademark availability in all target markets
-- SEO: 18-24 months to recover domain authority after a domain change
-- Customer: existing customers need to update all integrations, contracts, documentation
-- Analyst: re-education of Gartner, Forrester, G2 category definitions
-- Employee: company identity shift is a culture event, not just an HR task
-
-**Minimum viable rebrand (lower risk):**
-1. New positioning and messaging (always worth doing if positioning is wrong)
-2. Visual identity refresh (keep the name, update the look)
-3. Tagline change (the cheapest, lowest-risk brand change)
-
-**Full rebrand (high risk, sometimes necessary):**
-1. New company name and domain
-2. New visual identity
-3. New positioning and messaging
-4. New category narrative
-
-### Rebrand Execution Checklist
-
-**Pre-launch (90 days):**
-- [ ] Finalize positioning before finalizing design (in that order)
-- [ ] Legal trademark clearance in all target markets
-- [ ] Domain secured (with redirects planned)
-- [ ] Internal alignment: every leader can describe the new positioning in one sentence
-- [ ] Customer comms plan (existing customers, especially enterprise, need advance notice)
-- [ ] Analyst briefings scheduled (Gartner, Forrester — brief them before launch)
-- [ ] PR plan finalized
-
-**Launch (day 1):**
-- [ ] Website flipped
-- [ ] Social profiles updated
-- [ ] Email signatures updated company-wide
-- [ ] Sales deck updated
-- [ ] Press release published
-- [ ] Existing customers notified (email from CEO or CMO, not marketing automation)
-
-**Post-launch (90 days):**
-- [ ] SEO monitoring (watch for ranking drops on key terms)
-- [ ] Win rate monitoring (did conversion change?)
-- [ ] Employee feedback (are they using the new messaging correctly?)
-- [ ] Partner/channel update (resellers, integrations, directories)
-- [ ] Analyst follow-up (did they update their reports?)
-
----
-
-## Quick Reference: Brand Positioning Diagnostic
-
-Use this as an audit against your current positioning:
-
-| Check | Pass | Fail |
-|-------|------|------|
-| Can every sales rep state the positioning in one sentence without looking it up? | ✓ | Positioning isn't working |
-| Is the ICP specific enough to disqualify companies? | ✓ | ICP is too broad |
-| Does the homepage lead with customer outcome, not product features? | ✓ | Copy needs rewrite |
-| Can you name 3 companies you're NOT a good fit for? | ✓ | Positioning is unfocused |
-| Do win/loss interviews confirm the stated differentiator? | ✓ | Differentiator is assumed, not proven |
-| Is the category name used by analysts or industry media? | ✓ | Category design needed |
-| Does every piece of content trace back to a VP from the hierarchy? | ✓ | Messaging drift — need guidelines |