aigroup-workflow 1.0.1 → 1.1.1

package/skills/jarvis/engineering-team/c-level-advisor/intl-expansion/references/regional-guide.md

@@ -1,144 +0,0 @@
-# Regional Expansion Guide
-
-Specific considerations for key regions. Not exhaustive — these are the patterns that trip up most expanding companies.
-
-## Europe
-
-### DACH (Germany, Austria, Switzerland)
-- **Language:** German required for SMB. Enterprise sometimes English.
-- **Sales:** Relationship-driven, longer cycles, value formal proposals
-- **Pricing:** Willing to pay premium for quality and reliability
-- **Compliance:** GDPR, industry-specific (MDR for medical devices, BaFin for finance)
-- **Payment:** SEPA, invoice preferred for B2B (not credit cards)
-- **Culture:** Punctuality matters. Directness is respected. Don't oversell.
-- **Data:** Strong preference for EU data residency
-- **Entity:** GmbH for subsidiary, typically €25K minimum capital
-
-### Nordics (Sweden, Norway, Denmark, Finland)
-- **Language:** English widely accepted in business
-- **Sales:** Consensus-driven decisions, flat hierarchies
-- **Pricing:** High willingness to pay, value innovation
-- **Compliance:** GDPR, strong data protection culture
-- **Culture:** Equality-focused, sustainability matters, low-key approach preferred
-- **Entry:** Often the easiest European expansion for English-speaking companies
-
-### France
-- **Language:** French required, even for enterprise (most buyers prefer it)
-- **Sales:** Formal, hierarchical decision-making, relationships matter
-- **Pricing:** Price-sensitive but willing to invest in proven solutions
-- **Compliance:** GDPR + CNIL (strict data authority), French hosting preference
-- **Culture:** Business lunches are real meetings. Email etiquette matters.
-- **Entity:** SAS or SARL, complex employment law
-
-### UK
-- **Language:** English (obviously)
-- **Sales:** Similar to US but smaller deal sizes
-- **Pricing:** Competitive market, price comparisons common
-- **Compliance:** UK GDPR (post-Brexit), FCA for finance
-- **Culture:** Understated, humor works, don't be too pushy
-- **Post-Brexit:** Separate data adequacy, some regulatory divergence
-
-### Southern Europe (Spain, Italy, Portugal)
-- **Language:** Local language strongly preferred
-- **Sales:** Relationship-heavy, trust-based, longer cycles
-- **Pricing:** Lower willingness to pay than Northern Europe
-- **Entry:** Partner/reseller model often more effective than direct
-- **Culture:** Personal relationships precede business relationships
-- **Timing:** August is essentially closed in many industries
-
-### Eastern Europe (Poland, Czech Republic, Romania)
-- **Language:** Local language for SMB, English for enterprise/tech
-- **Sales:** Growing market, value-conscious, quick adoption of new tech
-- **Pricing:** 30-50% of Western European pricing
-- **Talent:** Excellent engineering talent for local offices
-- **Entry:** Often good for first offshore team, not just sales
-
-## United States
-
-### General
-- **Entity:** Delaware C-Corp if seeking US investment
-- **Sales:** Expect American-style responsiveness (same-day replies)
-- **Pricing:** Higher than Europe (typically 20-40%)
-- **Compliance:** State-by-state complexity (privacy, tax nexus)
-- **Culture:** Optimistic, results-oriented, comfortable with direct outreach
-- **Legal:** More litigious environment, good contracts essential
-
-### Regional Differences
-| Region | Characteristics |
-|--------|----------------|
-| **West Coast** | Tech-forward, early adopters, startup-friendly |
-| **East Coast** | Enterprise-heavy, finance and healthcare strong |
-| **Midwest** | Manufacturing, agriculture, relationship-driven, underserved |
-| **South** | Growing tech hubs (Austin, Atlanta, Nashville), cost-conscious |
-
-### Key Considerations
-- Sales tax: Complex, state-dependent, use automation (Stripe Tax, Avalara)
-- Privacy: California (CCPA/CPRA), Virginia, Colorado, Connecticut have state laws
-- Employment: At-will, but benefits expectations are high
-- Health insurance: Expected by employees (significant cost)
-
-## APAC
-
-### Singapore
-- **Best entry point for APAC** (English, business-friendly, strong rule of law)
-- Low tax, easy incorporation, access to Southeast Asian markets
-- Small domestic market — use as hub, not primary market
-
-### Australia
-- **English-speaking, familiar business culture** (similar to UK)
-- Strong B2B market, good for SaaS
-- Data privacy: Australian Privacy Act
-- Time zones: Challenge for support from Europe
-
-### Japan
-- **Highest quality bar in the world** — products must be polished
-- Local partner essential (trust, introductions, support)
-- Japanese localization is non-negotiable
-- Long sales cycles but very loyal once committed
-- Business etiquette matters significantly
-
-### India
-- **Huge market but price-sensitive**
-- Strong engineering talent market
-- Relationship-driven, patience required
-- UPI and local payment methods essential
-- Often better as talent market than sales market initially
-
-## LATAM
-
-### General
-- Portuguese (Brazil) and Spanish (rest) — two distinct markets
-- Growing SaaS adoption, especially in Brazil, Mexico, Colombia
-- Price-sensitive but growing willingness to pay for quality
-- Boleto (Brazil) and local payment methods essential
-- Currency volatility can affect pricing strategy
-
-### Brazil
-- Largest LATAM market by far
-- Complex tax system (NF-e, ICMS, PIS/COFINS)
-- Portuguese required, no exceptions
-- Strong startup ecosystem (São Paulo)
-- Data privacy: LGPD (similar to GDPR)
-
-### Mexico
-- Second largest LATAM market
-- Growing US business ties
-- Spanish required
-- Proximity to US is strategic advantage
-- Increasing SaaS adoption
-
-## Cross-Region Patterns
-
-### What Works Everywhere
-- Start with existing customer demand (pull, not push)
-- Invest in local language support before local sales
-- Price for the market, not for your cost structure
-- Build local case studies as fast as possible
-- Find one strong local partner before hiring
-
-### What Never Works
-- Assuming English is enough (even when people speak it)
-- Copy-pasting marketing materials with just translation
-- Ignoring local payment preferences
-- Treating "Europe" or "APAC" as single markets
-- Sending your best home-market rep without local context

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

@@ -1,98 +0,0 @@
----
-name: "ma-playbook"
-description: "M&A strategy for acquiring companies or being acquired. Due diligence, valuation, integration, and deal structure. Use when evaluating acquisitions, preparing for acquisition, M&A due diligence, integration planning, or deal negotiation."
-license: MIT
-metadata:
-  version: 1.0.0
-  author: Alireza Rezvani
-  category: c-level
-  domain: ma-strategy
-  updated: 2026-03-05
----
-
-# M&A Playbook
-
-Frameworks for both sides of M&A: acquiring companies and being acquired.
-
-## Keywords
-M&A, mergers and acquisitions, due diligence, acquisition, acqui-hire, integration, deal structure, valuation, LOI, term sheet, earnout
-
-## Quick Start
-
-**Acquiring:** Start with strategic rationale → target screening → due diligence → valuation → negotiation → integration.
-
-**Being Acquired:** Start with readiness assessment → data room prep → advisor selection → negotiation → transition.
-
-## When You're Acquiring
-
-### Strategic Rationale (answer before anything else)
-- **Buy vs Build:** Can you build this faster/cheaper? If yes, don't acquire.
-- **Acqui-hire vs Product vs Market:** What are you really buying? Talent? Technology? Customers?
-- **Integration complexity:** How hard is it to merge this into your company?
-
-### Due Diligence Checklist
-| Domain | Key Questions | Red Flags |
-|--------|--------------|-----------|
-| Financial | Revenue quality, customer concentration, burn rate | >30% revenue from 1 customer |
-| Technical | Code quality, tech debt, architecture fit | Monolith with no tests |
-| Legal | IP ownership, pending litigation, contracts | Key IP owned by individuals |
-| People | Key person risk, culture fit, retention risk | Founders have no lockup/earnout |
-| Market | Market position, competitive threats | Declining market share |
-| Customers | Churn rate, NPS, contract terms | High churn, short contracts |
-
-### Valuation Approaches
-- **Revenue multiple:** Industry-dependent (2-15x ARR for SaaS)
-- **Comparable transactions:** What similar companies sold for
-- **DCF:** For profitable companies only (most startups: use multiples)
-- **Acqui-hire:** $1-3M per engineer in hot markets
-
-### Integration Frameworks
-See `references/integration-playbook.md` for the 100-day integration plan.
-
-## When You're Being Acquired
-
-### Readiness Signals
-- Inbound interest from strategic buyers
-- Market consolidation happening around you
-- Fundraising becomes harder than operating
-- Founder ready for a transition
-
-### Preparation (6-12 months before)
-1. Clean up financials (audited if possible)
-2. Document all IP and contracts
-3. Reduce customer concentration
-4. Lock up key employees
-5. Build the data room
-6. Engage an M&A advisor
-
-### Negotiation Points
-| Term | What to Watch | Your Leverage |
-|------|--------------|---------------|
-| Valuation | Earnout traps (unreachable targets) | Multiple competing offers |
-| Earnout | Milestone definitions, measurement period | Cash-heavy vs earnout-heavy split |
-| Lockup | Duration, conditions | Your replaceability |
-| Rep & warranties | Scope of liability | Escrow vs indemnification cap |
-| Employee retention | Who gets offers, at what terms | Key person dependencies |
-
-## Red Flags (Both Sides)
-
-- No clear strategic rationale beyond "it's a good deal"
-- Culture clash visible during due diligence and ignored
-- Key people not locked in before close
-- Integration plan doesn't exist or is "we'll figure it out"
-- Valuation based on projections, not actuals
-
-## Integration with C-Suite Roles
-
-| Role | Contribution to M&A |
-|------|-------------------|
-| CEO | Strategic rationale, negotiation lead |
-| CFO | Valuation, deal structure, financing |
-| CTO | Technical due diligence, integration architecture |
-| CHRO | People due diligence, retention planning |
-| COO | Integration execution, process merge |
-| CPO | Product roadmap impact, customer overlap |
-
-## Resources
-- `references/integration-playbook.md` — 100-day post-acquisition integration plan
-- `references/due-diligence-checklist.md` — comprehensive DD checklist by domain

package/skills/jarvis/engineering-team/c-level-advisor/ma-playbook/references/due-diligence-checklist.md

@@ -1,148 +0,0 @@
-# M&A Due Diligence Checklist
-
-Comprehensive due diligence organized by domain. Not every item applies to every deal — focus on what matters for YOUR acquisition rationale.
-
-## Financial Due Diligence
-
-### Revenue Quality
-- [ ] Revenue by customer (top 10 customer concentration)
-- [ ] Revenue by product line
-- [ ] Revenue by geography
-- [ ] MRR/ARR trend (24 months minimum)
-- [ ] Churn rate (gross and net, by cohort)
-- [ ] Revenue recognition policies
-- [ ] Deferred revenue / backlog
-- [ ] One-time vs recurring revenue split
-- [ ] Professional services vs product revenue
-
-### Profitability
-- [ ] Gross margin by product line
-- [ ] Operating expenses breakdown
-- [ ] Burn rate trend (improving or worsening?)
-- [ ] Path to profitability (realistic or aspirational?)
-- [ ] Unit economics (LTV, CAC, payback by channel)
-
-### Cash & Liabilities
-- [ ] Cash position and burn rate
-- [ ] Outstanding debt (terms, covenants)
-- [ ] Accounts receivable aging
-- [ ] Accounts payable
-- [ ] Pending or contingent liabilities
-- [ ] Tax obligations (any back taxes?)
-- [ ] Cap table (fully diluted, option pool)
-
-### Financial Controls
-- [ ] Audit history (audited vs reviewed vs compiled)
-- [ ] Financial reporting cadence and quality
-- [ ] Budget vs actual variance history
-- [ ] Key financial policies
-
-## Technical Due Diligence
-
-### Architecture
-- [ ] Architecture diagrams (current state)
-- [ ] Technology stack inventory
-- [ ] Infrastructure (cloud provider, regions, costs)
-- [ ] Scalability assessment (current capacity vs load)
-- [ ] Security architecture (encryption, access controls)
-
-### Code Quality
-- [ ] Test coverage (unit, integration, e2e)
-- [ ] CI/CD pipeline maturity
-- [ ] Technical debt inventory (estimated remediation cost)
-- [ ] Code review practices
-- [ ] Documentation quality
-
-### Data
-- [ ] Data architecture and storage
-- [ ] Data privacy compliance (GDPR, CCPA)
-- [ ] Data portability (can you migrate it?)
-- [ ] Proprietary data assets (training data, user data)
-- [ ] Data retention policies
-
-### Operational
-- [ ] Uptime history (SLA compliance)
-- [ ] Incident history (frequency, severity, resolution time)
-- [ ] Monitoring and alerting coverage
-- [ ] Disaster recovery plan and testing history
-- [ ] On-call rotation and processes
-
-## Legal Due Diligence
-
-### Intellectual Property
-- [ ] Patents (granted and pending)
-- [ ] Trademarks
-- [ ] Copyright registrations
-- [ ] IP assignment agreements (all employees/contractors)
-- [ ] Open source usage and compliance
-- [ ] Trade secrets protection measures
-
-### Contracts
-- [ ] Customer contracts (terms, renewals, termination rights)
-- [ ] Vendor contracts (key dependencies, terms)
-- [ ] Partnership agreements
-- [ ] Lease agreements
-- [ ] Employment agreements (non-competes, IP clauses)
-
-### Compliance & Litigation
-- [ ] Pending or threatened litigation
-- [ ] Regulatory compliance status
-- [ ] Government investigations
-- [ ] Insurance coverage
-- [ ] Prior legal disputes and resolutions
-
-## People Due Diligence
-
-### Team Composition
-- [ ] Org chart with roles and tenure
-- [ ] Key person dependencies (bus factor)
-- [ ] Compensation details (salary, equity, bonuses)
-- [ ] Employment agreements and non-competes
-- [ ] Contractor vs employee classification
-
-### Culture & Retention
-- [ ] Recent engagement survey results
-- [ ] Turnover rate (last 12-24 months)
-- [ ] Glassdoor/reputation assessment
-- [ ] Management quality assessment
-- [ ] Culture compatibility analysis
-
-### HR Compliance
-- [ ] Employee handbook and policies
-- [ ] HR complaints or investigations
-- [ ] Benefits programs
-- [ ] Equity plan details and administration
-
-## Market Due Diligence
-
-### Market Position
-- [ ] Market size (TAM, SAM, SOM) with sources
-- [ ] Market share estimate
-- [ ] Growth rate (market and company)
-- [ ] Competitive landscape (direct and indirect)
-- [ ] Barriers to entry / competitive moat
-
-### Customer Analysis
-- [ ] Customer segmentation
-- [ ] Win/loss analysis (why customers chose them)
-- [ ] NPS or satisfaction scores
-- [ ] Customer acquisition channels
-- [ ] Customer lifetime and expansion patterns
-
-## Red Flag Severity Guide
-
-| Severity | Examples | Action |
-|----------|---------|--------|
-| **Deal killer** | IP not properly assigned, undisclosed litigation, fraud | Walk away |
-| **Major renegotiation** | Customer concentration >40%, key person risk, technical debt >6 months | Reduce price or add protections |
-| **Integration risk** | Culture mismatch, legacy systems, manual processes | Budget for remediation |
-| **Monitor** | High churn, declining NPS, aging tech stack | Track post-close |
-
-## Due Diligence Timeline
-
-| Phase | Duration | Focus |
-|-------|----------|-------|
-| Preliminary | 1-2 weeks | Public info, financials, high-level tech |
-| Deep dive | 4-6 weeks | All domains, interviews, code review |
-| Confirmation | 1-2 weeks | Verify claims, resolve open questions |
-| Final | 1 week | Legal review, final terms negotiation |

package/skills/jarvis/engineering-team/c-level-advisor/ma-playbook/references/integration-playbook.md

@@ -1,145 +0,0 @@
-# Post-Acquisition Integration Playbook
-
-The 100-day plan for integrating an acquisition. Most acquisitions fail not because of bad deals but bad integration.
-
-## The Integration Paradox
-
-Move too fast → you break what you bought.
-Move too slow → talent leaves, customers churn, value evaporates.
-
-**The rule:** Decide on day 1 what stays separate and what merges. Then execute without wavering.
-
-## Pre-Close (Day -30 to 0)
-
-### Integration Lead
-- Appoint ONE integration lead (not a committee)
-- This person reports to the CEO, has authority over all workstreams
-- Full-time role for 100 days minimum
-
-### Planning
-| Workstream | Owner | Day 1 Decisions |
-|-----------|-------|-----------------|
-| People | CHRO | Who stays, comp alignment, reporting lines |
-| Technology | CTO | Systems to merge, timeline, migration order |
-| Customers | CRO | Communication plan, account ownership |
-| Product | CPO | Roadmap integration, feature consolidation |
-| Operations | COO | Process alignment, tool consolidation |
-| Finance | CFO | Entity structure, billing, reporting |
-| Legal | External | Contract assignments, IP transfer |
-
-### Communication Plan (ready before close)
-- Employee announcement (both companies) — Day 1
-- Customer notification — Day 1-3
-- Partner/vendor notification — Week 1
-- Public announcement — per deal terms
-
-## Week 1 (Days 1-7): Stabilize
-
-**Goal:** No one leaves, no customer churns, operations continue.
-
-- [ ] All-hands meeting (both companies together)
-- [ ] 1:1 with every acquired leader (within 48 hours)
-- [ ] Retention packages confirmed for key employees
-- [ ] Customer communication sent (personal for top 20 accounts)
-- [ ] Systems access provisioned (email, Slack, tools)
-- [ ] Integration FAQ published internally
-
-### The First All-Hands
-What people want to hear:
-1. Why this happened (honest version)
-2. What changes (be specific, not vague)
-3. What doesn't change (equally important)
-4. Their job security (be direct)
-5. Timeline for decisions
-
-What NOT to say: "Nothing will change." (It will. They know it.)
-
-## Month 1 (Days 1-30): Orient
-
-**Goal:** Teams know each other, quick wins shipped, blockers identified.
-
-### People
-- [ ] Org chart finalized and communicated
-- [ ] Comp band alignment completed
-- [ ] Benefits transition timeline published
-- [ ] Cross-team introductions facilitated (not forced)
-- [ ] Culture assessment: what's different, what's compatible
-
-### Technology
-- [ ] Architecture assessment complete
-- [ ] Migration priority ranked (quick wins first)
-- [ ] Shared development environment established
-- [ ] Code access and permissions set up
-- [ ] Technical debt from both sides documented
-
-### Customers
-- [ ] Top 20 accounts contacted personally by leadership
-- [ ] Unified support channel established (or plan for it)
-- [ ] Pricing/contract transition plan for overlapping customers
-- [ ] Product roadmap communication (what's coming, what's being deprecated)
-
-### Quick Wins
-Ship something visible in the first 30 days. A feature that combines both companies' strengths. This proves the acquisition works better than any memo.
-
-## Month 2-3 (Days 31-100): Integrate
-
-**Goal:** Core systems merged, one team operating, value creation visible.
-
-### Systems Integration Priority
-1. **Communication** (Slack, email) — Week 2
-2. **Identity** (SSO, accounts) — Week 3
-3. **Development** (repos, CI/CD) — Month 1
-4. **Data** (analytics, CRM) — Month 2
-5. **Product** (shared platform) — Month 2-3
-6. **Finance** (billing, reporting) — Month 3
-
-### Culture Integration
-- **Don't:** Force the acquired team to adopt everything immediately
-- **Do:** Find the best practices from BOTH cultures, adopt the winner
-- **Don't:** Rename everything on Day 1
-- **Do:** Co-create the combined identity over 60 days
-- **Watch for:** "Us vs them" language, meeting exclusions, information hoarding
-
-### Measuring Integration Success
-| Metric | Target | Frequency |
-|--------|--------|-----------|
-| Employee retention (key people) | > 90% at 100 days | Weekly |
-| Customer retention | > 95% at 100 days | Monthly |
-| Cross-team collaboration (PRs, meetings) | Increasing trend | Weekly |
-| Synergy revenue (combined offerings) | First deal within 60 days | Monthly |
-| Integration milestones hit | > 80% on time | Weekly |
-
-## Post-100 Days
-
-Integration isn't "done" at 100 days. But the foundation should be solid.
-
-### Ongoing
-- Quarterly integration retrospective (what's working, what isn't)
-- Culture health check at 6 months
-- Full financial integration assessment at 12 months
-- Earnout milestone tracking (if applicable)
-
-### Common Failure Modes
-| Failure | Root Cause | Prevention |
-|---------|-----------|------------|
-| Key talent leaves at month 4 | Retention cliff, culture mismatch | Longer earnout, culture attention |
-| Customer churn spike at month 6 | Product changes without warning | Over-communicate product roadmap |
-| "Two companies in a trenchcoat" | Incomplete integration | Force cross-functional projects |
-| Value never materializes | Wrong acquisition rationale | Kill the deal if rationale was wrong |
-| Acquirer culture overwhelms | "Our way is the only way" | Adopt best of both explicitly |
-
-## The Kill Switch
-
-Sometimes acquisitions don't work. Signs it's failing:
-- Key people leaving despite retention packages
-- Customers churning above baseline
-- Integration milestones consistently missed
-- Culture clash worsening, not improving
-- Revenue synergies aren't materializing at month 6
-
-**Options:**
-1. Double down with new integration lead and plan
-2. Operate as semi-autonomous unit (less integration)
-3. Spin off or divest (expensive, but sometimes necessary)
-
-Admitting failure early costs less than dragging it out.