devskill 2.0.6 → 2.0.8

package/skills/gtm-operating-cadence/SKILL.md

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+---
+name: gtm-operating-cadence
+description: Design meeting rhythms, metric reporting, quarterly planning, and decision-making velocity for scaling companies. Use when decisions are slow, planning is broken, the company is growing but alignment is worse, or leadership meetings consume all time without producing decisions.
+license: MIT
+metadata:
+  author: Smit Patel (https://linkedin.com/in/smitkpatel)
+  source: https://github.com/beingsmit/technical-product-gtm
+---
+
+# Operating Cadence
+
+The meeting structure that worked at 30 people collapses at 100. What worked at 100 collapses at 300. The failure mode is always the same: too many people in too many meetings making too few decisions.
+
+## When to Use
+
+**Triggers:**
+- "Our meetings don't produce decisions"
+- "We're growing but alignment is getting worse"
+- "How often should we meet?"
+- "Nobody knows what's happening across functions"
+- "Decisions take forever"
+- "Leadership is in meetings all day"
+
+**Context:**
+- Companies scaling from 20 to 300+ people
+- Post-PMF through growth stage
+- Distributed / remote teams
+- Any stage where "we need to talk about this" has become the default
+
+---
+
+## Core Frameworks
+
+### 1. The Five-Level Meeting Architecture
+
+**The Pattern:**
+
+Different meetings serve different purposes. Conflating them creates either inefficiency (too much time) or confusion (unclear decisions). Separate meetings by function, frequency, and decision authority.
+
+**Level 1: Daily Standup (15 min, teams only)**
+
+- What we finished yesterday, what we're starting today, what's blocking us
+- 5-10 people max. Whole-company standups are theater
+- Anti-pattern: Status reporting (use Slack, not meetings)
+- Anti-pattern: Strategic discussion (wrong time, wrong place)
+- Success criteria: Finishes in 15 minutes, surfaces 1-2 blockers
+
+**Level 2: Weekly Functional Reviews (60 min, function leadership)**
+
+Each function gets its own weekly rhythm:
+- Product team Friday 4pm: metrics, user feedback, roadmap blockers
+- GTM team Tuesday 4pm: pipeline, customer updates, deal health
+- Engineering Wednesday 4pm: velocity, bug backlog, deployment
+
+Format: Metric recap (10 min) → Wins/blockers (15 min) → One deep-dive (30 min) → Next week priorities (5 min)
+
+Anti-pattern: Trying to solve every problem in the meeting. Pick 1-2, delegate the rest to follow-ups.
+
+**Level 3: Weekly All-Hands (60 min, whole company)**
+
+The single most important alignment mechanism at a scaling company.
+
+- CEO update (15 min): north star progress, week focus, what's changed
+- Metric dashboard (10 min): same format every week (consistency enables pattern recognition)
+- Deep dive (20 min): one strategic topic needing team input — not a presentation, a discussion
+- Q&A (15 min): real questions, real answers
+
+Anti-pattern: Defensive tone. All-hands should be straightforward, not spin.
+Anti-pattern: Inconsistent metrics. If you change the dashboard, the team can't track progress.
+
+**Level 4: Bi-Weekly Leadership Alignment (90 min)**
+
+- North star progress (5 min)
+- Functional updates (30 min, 5-7 min each)
+- Major decisions needing resolution (30-40 min): resource conflicts, strategic pivots, customer/product decisions
+- Next 2 weeks planning (15 min)
+
+This is where cross-functional blockers get resolved. If functions operate independently, this meeting isn't working.
+
+**Level 5: Quarterly Strategic Planning (half-day to full-day)**
+
+- Previous quarter retrospective (90 min): What worked, what didn't, what we'd do differently
+- Next quarter planning (120 min): What are we optimizing for? What's the roadmap?
+- Function breakouts (90 min): Each function plans their quarter
+- Synthesis (60 min): Functions share commitments, resolve conflicts
+
+Anti-pattern: Too much "fun activity," not enough substance.
+Anti-pattern: No clear decisions coming out.
+
+**Scaling Adjustments:**
+
+- **<30 people**: Levels 2-3 only. Skip daily standups (you see everything). Skip bi-weekly leadership (you ARE leadership).
+- **30-100 people**: Add all 5 levels. Monthly review catches what you no longer see daily.
+- **100-300 people**: Add skip-level reviews. You're 2+ layers from execution.
+- **300+ people**: Add function-specific sub-cadences. CEO should be in *fewer* meetings than at 50 — not more.
+
+**The Rule That Makes This Work:**
+
+Every meeting must produce decisions or be cancelled. Status updates are async. If you're in a meeting and nobody is making a decision, leave.
+
+---
+
+### 2. Weekly Metric Reporting (The Dashboard That Catches Problems Early)
+
+**The Pattern:**
+
+Monthly reporting catches problems 30 days late. By then, a bad month is baked. Weekly reporting catches problems in week 2, when you can still save the month.
+
+**The Format (Same Structure Every Week):**
+
+```
+WEEK OF [DATE]
+
+North Star: [Metric]
+This Week: [Value] | Last Week: [Value] | Change: [+/-] [↑↓]
+Context: [One sentence — why this trend matters]
+
+Functional Metrics:
+  Product:  7-Day Retention: 34% | Last: 33% | +1% ↑
+            Feature Adoption: 18% | Last: 16% | +2% ↑
+            Context: Onboarding improvements showing impact
+
+  GTM:      Pipeline: $8.2M | Last: $7.8M | +$400K ↑
+            New POCs: 3 | Last: 2
+            Context: Partner pipeline adding deals
+
+  Health:   Team Morale: 7.2/10 (down from 7.5)
+            Context: Org restructure causing uncertainty
+```
+
+**The Discipline Rules:**
+
+1. **Same metrics every week.** Consistency enables pattern recognition. OK to add metrics, never drop them.
+2. **One context sentence per metric.** Not just the number — why does this matter? Vs plan? Vs last period?
+3. **Trend direction for every metric.** Up/down/flat arrow. If it moved significantly: temporary or structural?
+4. **Traffic light colors.** GREEN (on track), YELLOW (watch), RED (action needed). Every RED item must have: owner, specific action, deadline.
+
+**The Escalation Rule:**
+
+If a metric is RED two weeks in a row with the same action plan, escalate — the action plan isn't working.
+
+**How Many Metrics:**
+
+Pick 8-12 total. If a metric doesn't change your behavior when it moves, remove it. Dashboards with 40 metrics are decoration, not decision tools.
+
+**Common Mistake:**
+
+Vanity metrics that look good but don't predict business outcomes. Total downloads without adoption context. CEO headlines without supporting metrics.
+
+---
+
+### 3. Quarterly Planning (The Process That Prevents Strategic Drift)
+
+**The Pattern:**
+
+Without quarterly planning, companies drift. Each function optimizes locally. Sales chases deals outside ICP. Product builds features for one customer. Marketing runs campaigns that don't connect to pipeline.
+
+**The 3-Week Planning Cycle:**
+
+**Week 1: Retrospective + Data Gathering**
+- Previous quarter results vs plan (leadership prepares)
+- Each function writes 1-page retrospective: what worked, what didn't, what we'd do differently
+- Finance prepares: revenue actuals, spend actuals, forecast
+- Market data: competitive moves, customer feedback themes, win/loss analysis
+
+**Week 2: Priority Setting (Leadership Half-Day)**
+- Review retrospectives (30 min — pre-read, don't present)
+- Agree on 3-5 company-level priorities
+- For each: owner, success metric, resource requirements
+- Identify what you're *not* doing (as important as what you are)
+- Resolve cross-functional dependencies
+- Use the north star as tiebreaker: "Does this help us hit the goal? Prioritize. Nice-to-have? Defer."
+
+**Week 3: OKR Cascade + Resource Allocation**
+- Each function translates company priorities into team OKRs
+- Leadership reviews for alignment
+- Resource allocation finalized (headcount, budget, tools)
+- Final plan shared company-wide
+
+**The Quarterly Commitment Format:**
+
+```
+Q2 2026 Roadmap
+North Star: [What we're optimizing for]
+
+Pillar 1: Product (25% team effort)
+  Initiative: [Name]
+    Problem: [What we're solving]
+    Success: [Specific metric]
+    Owner: [Name]
+    Timeline: [When]
+
+Pillar 2: GTM (50% team effort)
+  Initiative: [Name]
+    ...
+
+Pillar 3: People (10% effort)
+  Initiative: [Name]
+    ...
+
+Pillar 4: Tech Debt (15% effort)
+  Initiative: [Name]
+    ...
+```
+
+**The "Not Doing" List:**
+
+For every priority you add, identify one thing you're stopping. If you can't name what you're *not* doing, you have too many priorities.
+
+**Common Mistake:**
+
+Quarterly planning that produces a 30-page doc nobody reads. The output should be: 3-5 priorities on one page, each with owner and metric. That's it.
+
+---
+
+### 4. Decision Velocity and Authority
+
+**The Pattern:**
+
+At 20 people, the CEO makes every decision in real-time. Fast. At 100 people, decisions require alignment. Slow. At 300, decisions require alignment, approval, and documentation. Glacial.
+
+**The fix isn't more meetings. It's clear decision rights.**
+
+**Decision Authority Matrix:**
+
+| Decision | Who Decides | Timeline | Escalation |
+|----------|------------|----------|------------|
+| Company strategy | CEO | 1 week | Board if strategic |
+| Feature priority | Product lead | 1 week | CEO if >3 eng weeks |
+| Customer support issue | CSM | Immediately | CS lead if escalated |
+| Marketing campaign | Marketing lead | 2 weeks | CMO if >$10K budget |
+| Hiring | Function leader | 2 weeks | CEO if role not approved |
+| New partnership | CEO | 2 weeks | Board if strategic |
+| Vendor selection | Function leader | 1 week | CEO if >$50K/year |
+
+**The Problem:**
+
+Scaling companies start treating reversible, low-stakes decisions like irreversible, high-stakes ones. Everything needs approval. Everything needs a meeting. Everything needs consensus.
+
+**The Fix:**
+
+**Type 1 (Irreversible, high-stakes):** Pricing model, market entry, major partnership → CEO/leadership decides with debate in one meeting. Timeline: 1-2 weeks max.
+
+**Type 2 (Reversible, low-stakes):** Campaign creative, feature prioritization, single hire → Function owner decides, informs, iterates. Timeline: same day or next day.
+
+**Make decisions with 70% information, not 100%.** Speed is a competitive advantage at every stage.
+
+**Common Mistake:**
+
+Consensus culture masquerading as collaboration. "Let's get everyone aligned" often means "nobody wants to decide." Name the decider. Let them decide. Move on.
+
+---
+
+### 5. Async-First Communication
+
+**The Pattern:**
+
+Synchronous meetings don't scale. Default to async, escalate to sync.
+
+**Async First (No Meeting Needed):**
+- Decision documents (even major ones — write up proposal, solicit comments, 48-72 hours for feedback, decide if consensus or no material objections)
+- Progress updates (use weekly reporting, not meetings)
+- Process changes and SOPs
+- Decisions already made (inform, don't discuss)
+
+**Sync When:**
+- Real-time brainstorming needed
+- Major disagreement to work through
+- Complex topic needing whiteboard
+- Team building / relationship
+
+**Documentation Discipline:**
+
+Every decision documented: What was decided? Why? Who decided? When does it take effect? Who needs to know?
+
+Store in searchable format (wiki, shared drive). New hires onboard faster. Past decisions don't get relitigated.
+
+**Common Mistake:**
+
+"Quick sync" meetings that grow to consume 10 hours per week. Over-communicating in Slack (ephemeral, noisy) and under-communicating in persistent formats (docs, emails). The important stuff should be searchable 6 months later.
+
+---
+
+### 6. The CEO Weekly Update
+
+**The Pattern:**
+
+The single highest-leverage communication tool at a scaling company. 5-10 minutes to write. Everyone reads it. It sets context, celebrates wins, names priorities, and creates shared understanding.
+
+**Format (Sent Sunday Night or Monday Morning):**
+
+**1. Week Focus (1 paragraph):**
+What's the priority this week? What should the team be focused on?
+
+**2. North Star Progress (1-2 bullets):**
+Where are we on the key metric? Trend up/down/flat? Why does this matter?
+
+**3. Wins This Week (3-5 bullets):**
+What shipped? Customer/partner wins? Big picture implication?
+
+**4. Blockers Getting Resolved (1-2 bullets):**
+What are we unblocking this week? Who needs to know?
+
+**5. Ask (1 bullet, optional):**
+What help does the team need? Referrals, feedback, customer introductions?
+
+**The Rule:**
+
+Same day every week. Consistency signals operational discipline. If you skip a week, the team notices — and starts wondering what you're not telling them.
+
+**Common Mistake:**
+
+Too long (team doesn't read), too detailed (save that for function meetings), only good news (team loses trust), inconsistent (team stops reading).
+
+---
+
+### 7. Role Clarity > Titles
+
+**The Pattern:**
+
+The most powerful tool for speed isn't hierarchy — it's explicit role clarity. When someone knows exactly what they own and can't delegate it away, decisions happen faster.
+
+**How to Execute:**
+
+- Every initiative gets exactly one owner (with supporting teammates)
+- Metrics are tied to that owner
+- Success is measured by moving KPIs, not completing tasks
+- Eliminate initiatives without clear ownership within 48 hours
+
+**The Test:**
+
+Can you name the single person who owns this outcome? Not "the team" — a person. If you can't, the initiative will drift.
+
+**Common Mistake:**
+
+Assigning projects to multiple people ("everyone owns it" = nobody owns it). Measuring activity instead of impact. Burn rate going up without clear ROI tracking per initiative.
+
+---
+
+## Decision Trees
+
+### Which Meeting Levels Do We Need?
+
+```
+Company size <30?
+├─ Yes → Levels 2-3 only (weekly functional + all-hands)
+└─ No → Continue...
+    │
+    30-100 people?
+    ├─ Yes → All 5 levels
+    └─ No → All 5 + skip-level reviews + function sub-cadences
+```
+
+### Is This Meeting Worth Keeping?
+
+```
+Does it produce decisions?
+├─ No → Can it be async?
+│   ├─ Yes → Make it async, cancel the meeting
+│   └─ No → Redesign with decision agenda
+└─ Yes → Are the right people in the room?
+    ├─ No → Fix attendee list (fewer > more)
+    └─ Yes → Keep it
+```
+
+---
+
+## Common Mistakes
+
+**1. Adding meetings as you grow**
+Replace them. At 200 people, the CEO should be in fewer meetings than at 50.
+
+**2. Status update meetings**
+If it can be an email, it should be an email. Meetings are for decisions.
+
+**3. Changing metrics every quarter**
+Consistency enables trend identification. Same dashboard, every time.
+
+**4. Consensus culture**
+Name the decider. Let them decide. Inform everyone else.
+
+**5. All information in Slack**
+Ephemeral, noisy, unsearchable. Important decisions go in docs.
+
+**6. Quarterly planning that produces 30-page docs**
+3-5 priorities on one page. That's the output.
+
+---
+
+## Quick Reference
+
+**Meeting architecture:**
+Daily standup (15 min) → Weekly functional (60 min) → Weekly all-hands (60 min) → Bi-weekly leadership (90 min) → Quarterly planning (half-day)
+
+**Weekly metric dashboard:**
+8-12 metrics, same format every week, traffic light colors, one context sentence per metric, owner + action + deadline for every RED
+
+**Quarterly planning cycle:**
+Week 1: Retro + data → Week 2: Priority setting (3-5 max) → Week 3: OKR cascade + resources
+
+**Decision authority:**
+Type 1 (irreversible): CEO/leadership, 1-2 weeks → Type 2 (reversible): Function owner, same day
+
+**CEO weekly update:**
+Week focus → North star progress → Wins → Blockers → Ask
+
+**Information flow:**
+Daily: Slack wins/customer-voice → Weekly: CEO email + function updates → Monthly: All-hands + skip-levels → Quarterly: Planning share + demos
+
+---
+
+## Related Skills
+
+- **enterprise-account-planning**: Stakeholder management and deal cadence patterns
+- **0-to-1-launch**: Launch-specific execution cadence
+- **board-and-investor-communication**: Board meeting structure and investor updates
+
+---
+
+*Based on operating cadence design across companies scaling from 20 to 1,000+ employees, including the five-level meeting architecture that survived 3x headcount growth, the weekly reporting format that caught pipeline problems 3 weeks earlier than monthly reviews, and the CEO weekly update format refined across multiple companies. Not theory — patterns from building operating systems through hypergrowth and teaching them to the next team.*

package/skills/gtm-operating-cadence/SYNC.md

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+# Sync Info
+
+- **Source:** `vendor/awesome-copilot/skills/gtm-operating-cadence`
+- **Git SHA:** `23fb7006c132a0bba75b0e5af7a35cab11272812`
+- **Synced:** 2026-03-24

package/skills/gtm-partnership-architecture/LICENSE.md

@@ -0,0 +1,21 @@
+MIT License
+
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