ceo-orchestration 1.0.0

package/.claude/skills/domains/sales/skills/sales-engineer/SKILL.md

@@ -0,0 +1,272 @@
+---
+name: sales-engineer
+description: |
+  Pre-sales engineering across the full technical evaluation lifecycle:
+  structured discovery to surface architecture context, integration surfaces,
+  security posture, and regulatory constraints; demo engineering built on
+  buyer-documented outcomes rather than feature walkthroughs; POC scoping
+  with written acceptance criteria agreed before the first configuration; and
+  competitive battlecards grounded in verifiable fact. Bridges product
+  capabilities to business outcomes and owns the technical decision on behalf
+  of the revenue team. Use when structuring a technical discovery for a
+  complex B2B evaluation; when designing a demo narrative for a specific
+  audience; when scoping or reviewing a POC acceptance-criteria set; when
+  authoring or stress-testing a competitive battlecard; or when managing the
+  post-sale handoff of technical commitments to the delivery team.
+owner: Rafael Lindström (Sales Engineer, domain persona)
+tier: domain:sales
+scope_tags: [pre-sales-engineering, technical-discovery, demo-engineering, poc-scoping, battlecards, technical-decision]
+inspired_by:
+  - source: msitarzewski/agency-agents/sales/sales-engineer.md@783f6a72bfd7f3135700ac273c619d92821b419a
+    license: MIT
+    relationship: structural_inspiration
+    authored_by: ceo-orchestration framework
+    authored_at: 2026-05-07
+# --- smart-loading fields (PLAN-083 Wave 0b sub-agent 0.7c) ---
+domain: sales
+priority: 8
+risk_class: low
+stack: []
+context_budget_tokens: 500
+inactive_but_retained: true
+repo_profile_binding:
+  frontend: {active: false, priority: 10}
+  engine: {active: false, priority: 10}
+  fintech: {active: false, priority: 10}
+  trading-readonly: {active: false, priority: 10}
+  generic: {active: false, priority: 10}
+activation_triggers: []
+# --- K1 paths: native file-touch activation (PLAN-135 W3 unit k1a) ---
+paths:
+  - "**/demos/**"
+  - "**/poc/**"
+  - "**/battlecards/**"
+  - "**/pre-sales/**"
+---
+
+# Sales Engineer
+
+## Cardinal Rule
+
+A demo without documented technical-win criteria is theater; the buyer's IT
+team will reject theater after the account executive leaves the room. Every
+technical conversation must produce a named artifact — a discovery notes
+record, a scoped POC document with signed acceptance criteria, a battlecard
+with proof artifacts, or a technical-win summary — before the next step in
+the evaluation is scheduled. Verbal agreement is not a technical win.
+
+## Fail-Fast Rule
+
+If a POC cannot be described in one sentence of the form "this POC will prove
+that [product] can [specific measurable capability] in [buyer's environment]
+within [timeframe], measured by [acceptance criterion]" before configuration
+begins, stop and rescope. An unscoped POC is a free project with an
+indeterminate outcome; it cannot produce a clean technical decision and will
+be used as leverage against the deal.
+
+## When to Apply
+
+- Structuring a technical discovery call or evaluation kickoff.
+- Designing a demo narrative for a specific audience (technical evaluators,
+  business sponsors, or a mixed room).
+- Authoring a POC scope document with falsifiable acceptance criteria.
+- Building or validating a competitive battlecard for an active deal.
+- Managing scope-creep during a live POC.
+- Conducting the post-sale technical handoff to a customer success or
+  solutions delivery team.
+- Reviewing an evaluation notes record for completeness before a critical
+  meeting.
+
+## Technical Discovery Frame
+
+Every discovery engagement must capture the following fields before demo or
+POC design begins. Incomplete records are not adequate inputs for tailored
+engineering work.
+
+| Field | Required content |
+|---|---|
+| **Architecture context** | Current stack: languages, frameworks, infrastructure tier (cloud provider, on-prem DC, hybrid), and deployment model. Sufficient to assess integration effort and performance risk. |
+| **Integration surfaces** | Named APIs, databases, middleware, identity providers, and data-pipeline endpoints the product must connect to. Record the protocol, authentication method, and data format for each. |
+| **Scale** | Current and projected: active users, transaction throughput, data volume at rest, peak concurrency windows. Needed to scope POC load requirements and identify performance risk areas. |
+| **Security posture** | Authentication assurance level (SSO, MFA, certificate), data-residency constraints, compliance frameworks in scope (SOC 2, ISO 27001, FedRAMP, LGPD, etc.), and known restrictions on vendor access to production environments. |
+| **Regulatory constraints** | Named regulations that govern data handling in the buyer's vertical or jurisdiction. Each constraint must map to a named product capability or a documented workaround. "TBD" is not acceptable in this field. |
+| **Technical decision makers** | Name, title, stated priority, and current disposition (favorable / neutral / skeptical) for each technical stakeholder with influence over the final recommendation. Single-threaded technical coverage is a risk factor. |
+
+Discovery is a structured extraction exercise, not a sales call. The output
+is an evaluation notes record. Every subsequent technical activity in the deal
+draws from that record.
+
+## Demo Engineering Discipline
+
+### Narrative structure
+
+A demo is a three-act structure: problem quantification, outcome reveal,
+mechanism explanation. The sequence cannot be inverted.
+
+1. **Quantify the problem first.** Before opening the product, restate the
+   buyer's pain with specifics drawn from discovery. Numbers from the
+   buyer's own discovery answers carry more weight than generic industry
+   statistics.
+2. **Show the outcome.** Lead with the end state — the completed workflow,
+   the report, the resolved alert — before explaining configuration or
+   architecture. Buyers decide on outcomes, not mechanisms.
+3. **Reverse into the mechanism.** Once the buyer has confirmed the outcome
+   matches what they need, walk back through the implementation. Attention
+   is now earned; the audience is learning with intent.
+4. **Close with proof.** End on a reference customer or benchmark that
+   mirrors the buyer's scale, vertical, or use case. Specificity matters:
+   a named outcome from a comparable company outweighs a general win-rate
+   statistic.
+
+### Per-audience calibration
+
+Technical evaluators need architecture depth, API surface coverage, and
+integration mechanics. Business sponsors need outcome timelines and
+operational impact. A mixed room requires a primary narrative designed for
+the decision-makers and a prepared deep-dive path for technical interruptions.
+Identify the audience composition before finalizing the demo flow.
+
+### Show-don't-tell discipline
+
+Each demo segment must connect to a buyer outcome documented in the discovery
+notes. Segments without a named discovery linkage are cut before delivery.
+Live product with buyer-adjacent data outperforms slideware; slideware is
+acceptable only when live configuration is impractical for the specific
+segment. Unscoped features — capabilities the buyer did not surface in
+discovery — are not demoed. Adding them signals poor listening and dilutes
+focus on the capabilities that close the technical evaluation.
+
+### The decision-moment test
+
+Every demo must be designed around one moment where the buyer's stated
+problem is resolved in real time. If that moment did not occur, the demo
+failed regardless of duration or coverage. Identify the highest-impact
+capability for this specific buyer and build the narrative arc to peak at
+that point.
+
+## POC Scoping
+
+### Scope document required fields
+
+The following must be agreed in writing and signed by the buyer's designated
+acceptance authority before the POC environment is stood up:
+
+| Field | Requirement |
+|---|---|
+| **Problem statement** | One sentence: what this POC will prove, in the buyer's environment, within the defined timeframe. |
+| **Acceptance criteria** | One row per testable capability: criterion description, quantified target, measurement method, pass/fail boundary. Binary outcomes only — criteria that require judgment to score are rewritten. |
+| **Scope boundary** | Explicit "in scope" and "out of scope" sections. Out-of-scope items are named, not implied. |
+| **Timeline** | Hard end date. Two to three weeks for most POCs. Longer durations produce evaluation fatigue, not better decisions. |
+| **Midpoint checkpoint** | Scheduled date for an interim review to surface misalignment before the final readout. |
+| **Data protocol** | Source and approval status of test data. Vendor-sourced demo data does not substitute for buyer-provided or buyer-approved data in a formal evaluation. |
+| **Sign-off authority** | Named individual with authority to sign the acceptance report. Must be confirmed before POC start, not assumed at close. |
+
+### Falsifiability mandate
+
+Every acceptance criterion must produce a binary outcome the evaluator can
+state without judgment: passed or failed. Criteria that use language such as
+"meets our needs," "performs well," or "is sufficient" are not falsifiable
+and must be rewritten before the POC starts. Vague criteria produce vague
+outcomes and become leverage against the deal at the final readout.
+
+### Scope-creep protocol
+
+When the buyer requests additional scope during a live POC, the response is
+fixed: "Absolutely — in a follow-on phase. Let's close the core criteria
+first so the decision point is clean." Verbal scope additions without written
+change authorization are declined. Undocumented scope expansion converts a
+bounded evaluation into an open-ended engagement and dilutes the acceptance
+criteria.
+
+## Battlecard Structure
+
+Each battlecard row addresses a single competitor capability or objection
+using the following four-field structure. All four fields are required;
+partial rows are not deployed.
+
+| Field | Content |
+|---|---|
+| **Their strength** | A specific, verifiable capability where the competitor has a legitimate advantage. No minimization. Credibility depends on honest acknowledgment. |
+| **Truthful counter** | The factual differentiation: architecture decision, integration depth, performance characteristic, or operational advantage that changes the comparison. No exaggeration; claims must be demonstrable in the product. |
+| **Proof artifact** | The specific asset that substantiates the counter: a benchmark result, a reference customer, a third-party certification, a documented integration, or a live demo segment. A counter without a proof artifact is not a battlecard row — it is an assertion. |
+| **Recovery objection** | The talk track for when the buyer pushes back on the counter. Acknowledges the competitor's strength without abandoning differentiation. Pattern: "They are strong at [X]. Where our customers typically need [Y], here is why our approach delivers more long-term value — [specific evidence]." |
+
+Attacking a competitor's weakness without acknowledging their strength signals
+insecurity and raises the buyer's defenses. Acknowledge, differentiate,
+prove, recover.
+
+## Technical Win Discipline
+
+A technical win is a documented state, not a feeling. The following artifacts
+must exist before a deal is counted as technically won:
+
+1. **Named technical buyer** — the individual with authority over the
+   technical recommendation, confirmed by name and title.
+2. **Documented success criteria** — the discovery-derived or POC-derived
+   list of requirements the product has been confirmed to meet, with the
+   buyer's acknowledgment on record.
+3. **Signed-off POC** (if a POC was conducted) — the written acceptance
+   report signed by the authority identified in the scope document before
+   POC start.
+4. **Reference customer match** — at least one reference customer whose
+   scale, vertical, and use case overlaps with the buyer's profile,
+   available for a reference call before the commercial negotiation closes.
+
+Missing any of these artifacts means the technical evaluation is not complete.
+Proceed to commercial negotiation without a technical win and the deal
+remains at risk from the buyer's IT or security team in the final stages.
+
+## Cross-team Handoff
+
+The post-sale handoff transfers every technical commitment made during the
+evaluation to the delivery team. Commitments not transferred in writing are
+not commitments the delivery team owns.
+
+### Required handoff artifacts
+
+| Artifact | Owner | Content |
+|---|---|---|
+| **Evaluation notes record** | Sales engineer | Full discovery notes: architecture context, integration surfaces, scale, security posture, regulatory constraints, technical decision makers. |
+| **POC acceptance report** | Sales engineer | Signed scope document, acceptance criteria with pass/fail results, scope-creep log (items requested and declined or deferred). |
+| **Technical win summary** | Sales engineer | Named technical buyer, success criteria confirmed, any conditions or caveats attached to the technical recommendation. |
+| **Open commitments register** | Sales engineer + account executive | Features, integrations, or performance thresholds committed during the evaluation that are not yet in the production product. Each entry: what was committed, by whom, to whom, and the resolution path. |
+| **Security and compliance attestations** | Sales engineer | Named compliance frameworks represented during the evaluation, certifications cited, any workarounds documented as accepted by the buyer. |
+
+The "thrown over wall" pattern — sending the signed contract to delivery
+without a structured handoff — converts presales commitments into delivery
+team surprises. Every gap discovered post-sale that was known during the
+evaluation is an SE accountability failure.
+
+## Anti-patterns
+
+| Anti-pattern | Description | Consequence |
+|---|---|---|
+| **Feature-dump demo** | Presenting capabilities in product-navigation order rather than buyer-outcome order, without connecting each segment to a discovery finding. | Buyer leaves with no clear understanding of how the product solves their specific problem; demo-to-next-step rate falls; technical evaluators disengage. |
+| **Unscoped POC** | Starting a proof-of-concept without written acceptance criteria signed by the designated authority before environment setup. | POC outcome is subjective; buyer defines success retroactively; scope expands without bound; deal stalls at technical decision gate. |
+| **Single-threaded technical coverage** | Maintaining a relationship with one technical stakeholder and treating that as full technical coverage. | Stakeholder turnover, a competing internal champion, or a security-team escalation terminates technical progress without warning. |
+| **Assertion battlecard** | Claiming a competitive differentiation without a named proof artifact (benchmark, reference, certification, or live demo segment). | Buyer's technical evaluator asks for evidence; none exists; credibility is lost on the claim that mattered most. |
+| **Verbal scope acceptance** | Agreeing to add POC scenarios or extend evaluation scope without written change authorization. | Acceptance criteria become ambiguous; buyer claims the original scope was insufficient; final readout is inconclusive. |
+| **Undocumented technical win** | Advancing to commercial negotiation based on a favorable conversation rather than documented success criteria acknowledgment. | Security or IT team reviews the deal pre-signature and surfaces objections that could have been closed during the evaluation. |
+| **Handoff by contract delivery** | Transferring the signed contract to the delivery team without a structured handoff session and written artifacts. | Implementation team encounters undisclosed integration constraints, open commitments, or security attestations; customer escalation in the first 30 days. |
+| **Competitor attack without acknowledgment** | Positioning against a competitor by leading with their weaknesses without acknowledging their genuine strengths. | Buyer perceives defensiveness; competitor's champion escalates the credibility attack; SE loses the trust of technical evaluators who use both products. |
+
+## Cross-References
+
+- `domains/sales/skills/deal-strategist` — commercial strategy, deal
+  qualification, multi-stakeholder influence mapping, and negotiation
+  sequencing that frames the commercial context the SE operates within.
+- `domains/sales/skills/discovery-coach` — discovery methodology, open-ended
+  questioning frameworks, and call-structure discipline that produce the
+  evaluation notes inputs this skill consumes.
+- `core/architecture-decisions` — ADR lifecycle and architectural
+  decision-making discipline; applicable when the SE must document a
+  solution-architecture decision made during the evaluation that will bind
+  the delivery team.
+
+## ADR Anchors
+
+- **ADR-058** — Two-pass review discipline for high-stakes authored artifacts.
+  POC scope documents and technical-win summaries are explicitly in scope:
+  first pass covers technical accuracy and completeness; second pass verifies
+  that every acceptance criterion is falsifiable and every open commitment is
+  named. A single-pass review is insufficient before the buyer signs.

package/.claude/skills/domains/sales/skills/sales-outreach/SKILL.md

@@ -0,0 +1,338 @@
+---
+name: sales-outreach
+description: >
+  Consultative B2B sales outreach — cold prospecting, lead follow-up,
+  objection handling, proposal-stage messaging, and pipeline management for
+  {{PROJECT_NAME}} sales teams. Combines data-driven targeting with
+  relationship-first execution: research-before-write discipline, signal-cited
+  openers, channel-specific message architecture, structured objection frames,
+  and cadence rhythm calibrated by deal stage. Use when writing a cold
+  sequence, handling an objection, drafting a proposal, managing a
+  multi-stakeholder account, or deciding when to send a break-up message.
+owner: Sales Outreach Specialist (domain persona)
+tier: domain:sales
+scope_tags: [sales-outreach, cold-prospecting, lead-follow-up, objection-handling, b2b-outreach, pipeline-management]
+inspired_by:
+  - source: msitarzewski/agency-agents/specialized/sales-outreach.md@783f6a72bfd7f3135700ac273c619d92821b419a
+    license: MIT
+    relationship: structural_inspiration
+    authored_by: ceo-orchestration framework
+    authored_at: 2026-05-07
+# --- smart-loading fields (PLAN-083 Wave 0b sub-agent 0.7c) ---
+domain: sales
+priority: 8
+risk_class: low
+stack: []
+context_budget_tokens: 500
+inactive_but_retained: true
+repo_profile_binding:
+  frontend: {active: false, priority: 10}
+  engine: {active: false, priority: 10}
+  fintech: {active: false, priority: 10}
+  trading-readonly: {active: false, priority: 10}
+  generic: {active: false, priority: 10}
+activation_triggers: []
+# --- K1 paths: native file-touch activation (PLAN-135 W3 unit k1a) ---
+paths:
+  - "**/outreach/**"
+  - "**/cold-email/**"
+  - "**/cadences/**"
+  - "**/objections/**"
+---
+
+# Sales Outreach
+
+## Cardinal Rule
+
+Outreach that respects the prospect's time is the long-game; the rep
+who treats every send as transactional builds nothing. Every message
+must earn the prospect's attention with a researched signal, a single
+clear ask, and a word count the prospect can finish in under thirty
+seconds.
+
+## Fail-Fast Rule
+
+Stop the sequence and escalate to ICP review when:
+
+- Three consecutive sequences on a segment produce zero replies,
+  including break-up messages.
+- The opener references a trigger event that is more than ninety days
+  old — the signal has expired and relevance cannot be recovered.
+- The product's stated value proposition does not map to a pain point
+  the prospect's role is accountable for — the account is out of ICP.
+- A prospect has explicitly asked to not be contacted. No cadence
+  management system overrides a stated opt-out.
+
+## When to Apply
+
+Apply this skill when:
+
+- Building a cold sequence targeting a defined ICP segment.
+- Writing or reviewing a follow-up message after an initial send.
+- Drafting a response to an objection received via email or voicemail.
+- Preparing proposal messaging after verbal alignment on value and budget.
+- Deciding whether to continue, pause, or close a prospect in the pipeline.
+- Designing outreach for a multi-stakeholder account with distinct
+  persona tracks.
+
+Do NOT apply to inbound lead response (handled by discovery-coach) or
+to renewal and expansion messaging (handled by account-strategist).
+
+## Cold Prospecting Discipline
+
+Research precedes writing, always. A rep who writes before researching
+signals that the message is about the sender, not the receiver.
+
+Required research sequence before drafting touch 1:
+
+1. Confirm the account is inside ICP on firmographic dimensions:
+   industry vertical, company size, business model, geography.
+2. Identify at least one trigger event with a timestamp — funding
+   announcement, new executive hire, job posting that signals pain,
+   product launch, or competitive displacement signal.
+3. Confirm the contact's role owns the problem the product solves.
+   A message sent to a title that does not own the pain is wasted.
+4. Map the buying committee at the account: decision maker, champion
+   candidate, and any known detractor or gatekeeper.
+
+Signal citation is mandatory in touch 1. An opener that contains no
+verifiable external signal — not a generic industry observation, not
+"I noticed your company is growing" — does not meet the standard. The
+prospect must be able to confirm the signal with a search.
+
+Disqualify early rather than late. A bad-fit account closed is a churn
+event. Disqualification at prospecting is free; disqualification at
+proposal costs both parties time and erodes trust.
+
+## Message Architecture
+
+Every cold message contains five components in order. Any component
+absent reduces reply rate and signals the prospect that the sender
+did not prepare.
+
+| Component | Function | Length ceiling |
+|-----------|----------|---------------|
+| Subject | Curiosity or relevance to the prospect's world | 7 words |
+| Opener | Specific signal — trigger event or observed context | 1 sentence |
+| Pain cite | One sentence connecting the signal to a known pain | 1 sentence |
+| Proof | One social proof datum (customer outcome or metric) | 1 sentence |
+| CTA | Single low-friction next step | 1 sentence |
+
+Total word count ceiling for cold touch 1: 150 words. Messages over
+150 words are not edited down — they are rewritten from the signal.
+
+Subject line patterns that meet the standard:
+
+- `Question about [Company]'s [specific initiative]`
+- `[Trigger event] — quick thought`
+- `[ICP peer company] used this to [specific outcome]`
+
+Subject line patterns that do not meet the standard:
+
+- `Following up` (no signal, no specificity)
+- `Quick question` (prospect cannot evaluate relevance from the subject)
+- Any subject line that could be sent to any prospect unchanged
+
+## Channel-Specific Patterns
+
+Different channels carry different norms. Applying email norms to
+LinkedIn DM or phone to video produces friction that kills the reply.
+
+**Email** — the primary cold channel. Personalized opener mandatory.
+Plain text performs better than HTML on first touch. No attachments
+on touch 1; the CTA is a call, not a document download. Follow up by
+adding new value, not restating touch 1 in different words.
+
+**LinkedIn DM** — connection request carries no pitch. The message
+sends after the connection is accepted. Shorter than email: 75 words
+maximum. The signal in the DM must differ from the email signal — do
+not duplicate the email in a shorter format.
+
+**Phone voicemail** — 30 seconds maximum. State: name, company,
+the specific trigger that caused the call, one outcome statement,
+callback number twice. Do not pitch the product in the voicemail.
+The voicemail earns a callback; the callback is the pitch.
+
+**Video (Loom or equivalent)** — 60–90 seconds. Open with the
+prospect's name and a visible screen showing something specific to
+their company or role. Generic opener videos are ignored. Video adds
+face and tone; use it for mid-sequence re-engagement or for
+high-value accounts where personalization ROI justifies the investment.
+
+## Objection Handling Frame
+
+Every objection is a request for clarification, not a rejection. The
+rep who responds with a rebuttal has already lost the conversation.
+
+Frame: Acknowledge → Clarify → Reframe → Validate → Move-forward.
+
+**"No budget right now"**
+Acknowledge: "That makes sense — budgets are tight in most organizations."
+Clarify: "Is it that no budget exists, or that it has not been
+allocated for this problem yet?"
+Reframe: Surface the cost of inaction, not the cost of the product.
+Validate: Confirm whether Q-planning timing or a different stakeholder
+changes the picture.
+Move-forward: Propose a no-commitment discovery call to understand
+whether timing is the actual constraint.
+
+**"Using a competitor"**
+Acknowledge: "Good to know — that tells me you've already bought into
+the category."
+Clarify: "What made you choose them originally, and is there anything
+you wish worked differently?"
+Reframe: Let the prospect name the gap. Never cite a competitor's
+weakness unprompted.
+Move-forward: Request a 15-minute conversation to explore whether
+the gap the prospect named is addressable.
+
+**"Not a priority right now"**
+Clarify: "What is the top priority for your team this quarter?"
+Reframe: Map the product's value to the stated priority. If no
+mapping exists, disqualify.
+Move-forward: If a mapping exists, propose a brief call to show the
+connection; set a re-engagement reminder for 60–90 days if no mapping.
+
+**"Send information"**
+Reframe: "I want to send something relevant, not a generic deck. Can
+I ask two questions to make sure it addresses your situation?"
+Move-forward: Qualify before sending anything. A document sent without
+qualification is a delay tactic, not a sales motion.
+
+**"Price is too high"**
+Clarify: "Is the price outside your budget entirely, or is it a
+question of whether the value justifies the investment?"
+Reframe: Build the ROI calculation together. Show the cost of inaction
+against the investment.
+Move-forward: Offer a scoped engagement at a lower entry point only
+if it genuinely addresses the objection — never discount without a
+documented business reason.
+
+## Follow-up Cadence
+
+Cadence rhythm by stage:
+
+| Stage | Cadence | Value-add requirement |
+|-------|---------|----------------------|
+| Cold (touch 1–3) | Day 1 / Day 3 / Day 5 | Each touch adds a different signal |
+| Cold (touch 4–6) | Day 8 / Day 12 / Day 17 | Channel switch minimum once; new angle mandatory |
+| Break-up | Day 21 | Honest, door-open; no new pitch |
+| Post-reply pause | 24 hours to respond | No follow-up until next step is confirmed |
+| Re-engagement | 90 days minimum | Treat as a new sequence; do not reference old cadence |
+
+Reply-pause-resume rule: once a prospect replies, the cadence stops.
+The rep responds within one hour during business hours. The next
+scheduled touch does not fire until the conversation resolves or the
+prospect goes silent for more than five business days.
+
+Break-up message discipline: the break-up message signals honest
+respect for the prospect's time and explicitly closes the sequence.
+It mentions one of two possibilities — timing is wrong, or the
+problem is not a current priority — and leaves the door open without
+asking for a reply. Break-up messages frequently generate the highest
+reply rates in a sequence because they remove pressure.
+
+Break-up message structure:
+
+```
+Subject: Should I close your file?
+
+[First name], I have reached out a few times without hearing back —
+which usually means the timing is off or this is not a current
+priority. Either is completely fine.
+
+I will close out your file to stop cluttering your inbox. If
+[specific pain] becomes a priority, I am easy to find.
+
+[Name]
+```
+
+## Multi-stakeholder Outreach
+
+Enterprise accounts involve three distinct tracks. Copy-pasting the
+same message across tracks is detected immediately by buyers and
+collapses trust across all three.
+
+**Champion track** — the internal advocate who will sell on behalf of
+the rep when the rep is not in the room. Messages to the champion
+focus on: the business case in their language, the internal objections
+they will face, and the proof points that will survive scrutiny from
+the economic buyer. Equip the champion; do not pitch them.
+
+**Economic buyer track** — the person with budget authority. Messages
+to the economic buyer lead with business outcomes and cost of inaction.
+They do not include product detail or feature lists. An economic buyer
+who hears product detail before business impact closes the door.
+
+**Detractor track** — a known blocker or skeptic in the buying
+committee. Do not ignore detractors; they will surface in the decision
+process regardless. The goal is not to convert the detractor but to
+understand their objection and ensure it has a documented response
+available to the champion.
+
+Each track maintains its own message log. Merging tracks — for
+example, copying the champion on an economic buyer message — removes
+the rep's ability to calibrate each relationship independently.
+
+## Personalization Authenticity
+
+Templated personalization is identified instantly by experienced buyers.
+Inserting `[First name]` and `[Company name]` into a generic template
+is not personalization — it is mail merge. The buyer recognizes the
+pattern and deletes without reply.
+
+A researched signal in the opener is the minimum threshold. The signal
+must be:
+
+- Verifiable — the prospect can confirm it with a search.
+- Specific — tied to this company or this person, not the industry.
+- Recent — trigger events older than 90 days have expired.
+- Connected — the opener bridges from the signal to the pain in one
+  sentence, not two.
+
+Signal half-life by type:
+
+| Signal type | Effective window |
+|-------------|-----------------|
+| Funding announcement | 60 days |
+| Executive hire | 45 days |
+| Job posting (signals pain) | 30 days |
+| Product launch / press mention | 30 days |
+| Conference speaking appearance | 14 days |
+| Earnings call comment | 14 days |
+
+Signals outside their effective window may still be used to open a
+re-engagement sequence (90+ days after initial touch) if framed as
+context for renewed outreach, not as a current event.
+
+## Anti-patterns
+
+| Anti-pattern | Why it fails |
+|-------------|-------------|
+| "Just bumping this up" | Adds zero value; signals the rep has nothing new to say |
+| "Circling back" | Identical problem; transparent filler with no forward motion |
+| "Hope you're well" / "Hope this finds you well" | Generic opener that delays relevance; prospect skips to the next sentence |
+| Fake intimacy ("As a fellow [title]...") | Manufactured connection the buyer did not earn is recognized and resented |
+| Multiple CTAs in one message | Forces a decision the prospect was not asked to make; confusion produces silence |
+| Attachment on touch 1 | Triggers spam filters and signals the rep wants to pitch before qualifying |
+| Ghosting after a "no" reply | Leaving an explicit no without acknowledgment damages sender reputation for future outreach |
+| Spray-and-pray volume without research | High volume with no signal produces low reply rates and trains the segment to ignore the sender |
+| Badmouthing a competitor | Prospect reads it as insecurity; trust moves toward the competitor |
+| Re-sending touch 1 verbatim as follow-up | The prospect already received it; re-sending signals either a broken process or disrespect for their time |
+| "Just wanted to check in" | Vague; provides no reason for the prospect to reply |
+| Discounting before the objection is understood | Trains the prospect to withhold commitment to extract price concessions |
+
+## Cross-References
+
+- `domains/sales/skills/outbound-strategist` — ICP definition, territory
+  segmentation, and lead sourcing upstream of outreach execution.
+- `domains/sales/skills/discovery-coach` — once a reply converts to a
+  scheduled call, discovery-coach governs the conversation structure.
+- `domains/sales/skills/sales-coach` — for rep-level coaching on outreach
+  performance patterns, message quality review, and cadence discipline.
+
+## ADR Anchors
+
+- **ADR-058** — Creative-rewrite drop policy. All section content is
+  original authorship. Upstream structural inspiration acknowledged in
+  `inspired_by:` frontmatter; no prose copied verbatim from source.