janderscience-skills 0.0.0-stage → 1.0.0

package/sources/headcount/verticals/industrial/context/people/employment-compliance.md

@@ -0,0 +1,31 @@
+## Hourly, shift and plant-floor employment
+
+The obligations above apply everywhere. An hourly, shift-based workforce concentrates the exposure
+in a few mechanisms, and they are mechanical rather than judgmental — which means errors are
+systematic, apply to everyone at once, and accumulate quietly until they are found in aggregate.
+
+**Time worked is not time on the clock, and not time scheduled.** Compensable time typically starts
+before the workstation: donning required protective equipment, walking to a post where that
+equipment is required, pre-shift handover, and mandatory briefings. Rounding rules that are neutral
+in design are frequently not neutral in practice, and the test is whether they favor the employer
+over a period.
+
+**Overtime is calculated on a regular rate that is wider than the base rate.** Shift differentials,
+non-discretionary production or attendance bonuses and similar payments generally have to be folded
+in before the premium is computed. Paying the premium on base pay alone is the most common
+underpayment in a plant, and because it is arithmetic it applies to every affected employee for the
+whole look-back period.
+
+**Breaks, meal periods and rest are jurisdictional and specific.** Duration, timing, whether they are
+paid, and whether an interrupted meal period becomes compensable vary by state and country. A single
+national policy will be wrong somewhere, and usually in the direction that costs.
+
+**Temporary and agency workers can create joint employment.** Where the site controls the work,
+schedules the hours and supervises directly, obligations can attach to the site regardless of who
+issues the paycheck. Assume exposure and confirm the agency's compliance rather than the reverse.
+
+Classification of production supervisors is the recurring judgment call: a working supervisor who
+spends most of a shift on the line may not meet the exemption tests whatever the title says.
+
+Attendance and scheduling systems encode all of this. When the policy is right and the configuration
+is old, the configuration wins — and it is the configuration that will be produced in discovery.

package/sources/headcount/verticals/industrial/skills/operations/ehs-and-workplace-safety/SKILL.md

@@ -0,0 +1,102 @@
+---
+name: ehs-and-workplace-safety
+description: Runs environment, health and safety on an operating site — hazard controls in order of effectiveness, incident recording and reporting obligations, and safety measurement that does not reward silence. Use this to build or audit a safety program, decide what controls a hazard actually needs, work out whether an injury is recordable or reportable, investigate an incident, or fix safety metrics that have stopped producing reports.
+---
+
+# Environment, health and safety
+
+Safety on an operating site is a legal obligation with clocks attached, not a value statement. The
+difference matters at the moment something happens, because the obligations start running whether or
+not anyone has decided what to do.
+
+## Controls in order of effectiveness
+
+The hierarchy is not advice about preference. It is a ranking by how much the control depends on a
+person behaving correctly under pressure, and everything below the third rung does.
+
+1. **Elimination** — the hazard is not there. The task is designed out, or done elsewhere.
+2. **Substitution** — a less hazardous material, process or energy source.
+3. **Engineering** — guards, interlocks, ventilation, barriers. The hazard remains; reaching it does
+   not depend on judgment.
+4. **Administrative** — procedure, training, signage, permits, rotation.
+5. **Personal protective equipment** — the last line, worn by the person the hazard is nearest to.
+
+Most programs that look thorough are stacked at rungs 4 and 5, because those are cheap to add and
+produce documents. A new procedure and a toolbox talk in response to an injury is the default
+answer, and it leaves the hazard exactly where it was.
+
+The test for a proposed control: if the most rushed person on the worst shift skips a step, does the
+hazard reach them? If yes, the control is at rung 4 or below whatever it is called.
+
+## Energy control is the one to get right first
+
+Most severe injuries on production equipment happen during maintenance, cleaning or clearing a jam —
+work done with guards removed, by someone who has done it a hundred times, on a machine that was
+believed to be off.
+
+Isolation of hazardous energy has to be procedural per machine rather than generic per plant, and
+must account for stored energy — pressure, springs, gravity, capacitance — which is what "off" fails
+to address. Verification is the step that gets dropped: attempting the start after isolating is what
+turns a belief into a fact.
+
+Where an outside contractor works on the site, the isolation procedure is theirs to follow and yours
+to specify. Coordination is the usual gap.
+
+## Recordable, reportable and the clocks
+
+These are three different thresholds and they are routinely conflated:
+
+- **First aid** — treated and logged, not recorded.
+- **Recordable** — medical treatment beyond first aid, restricted duty, days away, loss of
+  consciousness, or a significant diagnosed condition. It goes on the log.
+- **Reportable** — the serious subset that must be told to the regulator within a fixed window,
+  measured in hours for a fatality and in a small number of days for an in-patient hospitalization,
+  amputation or eye loss.
+
+The failure is almost never refusal. It is that nobody knew the clock had started, because the event
+was being managed as a medical matter while the reporting window ran. Name in advance who decides
+recordability, who notifies, and what happens when that person is unreachable at 2am — which is when
+it will happen. `legal-risk:regulatory-compliance` holds the wider obligation-tracking method.
+
+Environmental releases carry their own thresholds and their own clocks, usually shorter. A site with
+permits should know its reportable quantities before it needs them.
+
+## Measure what precedes the injury
+
+A recordable injury rate is a lagging measure on a small denominator. A site can go a year without a
+recordable and still be one guard away from a serious event, and a site can record two minor injuries
+in a strong year and look worse.
+
+Worse, attaching the rate to bonuses or site rankings reliably suppresses reporting rather than
+injuries. The first thing lost is the near-miss, which is the only free information the system
+produces.
+
+Measure ahead of the event instead: near-misses reported per period, with a rising count read as the
+program working; hazards identified and closed, with age; time to close a corrective action; and
+audit findings on the controls that matter, weighted toward rungs 1 to 3. Pair any lagging rate with
+a severity-potential measure, because frequency and severity move independently and a program tuned
+on frequency alone optimizes for paper cuts.
+
+## Tooling
+
+EHS management systems — Intelex, Cority, VelocityEHS, Enablon, Benchmark Gensuite and similar —
+carry the incident log, corrective actions, training records and regulator-facing reports in one
+auditable place, which is what an inspection asks for. The determining factor is whether reporting
+is easy enough on the floor that near-misses actually arrive; a system only supervisors can reach
+records incidents and nothing that precedes them.
+
+Regulatory recordkeeping has a required form and a required posting period. Whatever the system,
+confirm it produces the log in the form the regulator expects rather than an export someone
+reformats each year.
+
+Below that scale, a shared log with a fixed set of fields and a named owner per open item covers
+most of the value. What cannot be substituted is the review — an incident system nobody reads is a
+liability record rather than a safety program.
+
+## Never
+
+- Answer an incident with a procedure and a briefing while the hazard stays reachable.
+- Let the recordability decision wait on the medical outcome while a reporting clock runs.
+- Tie a site bonus to an injury rate, which buys silence rather than safety.
+- Isolate a machine without verifying the isolation by attempting a start.
+- Treat a near-miss report as a problem with the reporter.

package/sources/headcount/verticals/industrial/skills/operations/maintenance-and-reliability/SKILL.md

@@ -0,0 +1,100 @@
+---
+name: maintenance-and-reliability
+description: Keeps production assets available — ranking equipment by consequence of failure, setting preventive and predictive intervals, sizing spares, and moving a plant off reactive maintenance. Use this to build or fix a maintenance program, decide what to put on a PM schedule, diagnose repeat failures on one asset, justify spares inventory, or work out why a plant that maintains everything still has unplanned downtime.
+---
+
+# Maintenance and reliability
+
+A plant that maintains everything equally maintains the wrong things. Maintenance effort is finite,
+and spending it evenly across assets means the machine whose failure stops the line gets the same
+attention as the one with three spares in the cabinet.
+
+## Rank by consequence, not by age or cost
+
+The question is not how likely a machine is to fail. It is what happens when it does.
+
+Rank every asset on what its failure costs: production stopped, product scrapped, a safety event, a
+regulatory exposure, or nothing anyone notices before the next shift. That ranking, not the capital
+value, decides where preventive effort goes.
+
+Two things this exposes immediately in most plants:
+
+- **Assets with no redundancy and no spare** — the ones that will stop the plant and keep it stopped
+  while a part ships. These are the whole list worth arguing about.
+- **Assets on a PM schedule for no reason** — inherited from a manual, consuming hours, preventing
+  nothing that would have mattered.
+
+## Not everything wears out
+
+The intuition behind interval-based maintenance is that failure probability rises with age, so
+replacing on a schedule beats waiting. That holds for things that genuinely wear — belts, bearings,
+seals, tooling, anything in contact.
+
+It does not hold for most electronics, instrumentation and control systems, where failure rate is
+roughly flat with age and intervention is itself a source of failure. Scheduled replacement of a
+component that does not wear out converts a stable asset into one that gets disturbed on a cycle,
+and introduces the installation errors that follow every disturbance.
+
+So the interval has to be chosen by failure mode:
+
+1. **Wears predictably** → interval-based replacement, set from observed life rather than the
+   manual's default.
+2. **Degrades observably** → condition-based. Vibration, thermal, oil analysis, current draw. Replace
+   on the signal rather than the calendar.
+3. **Fails randomly, consequence low** → run to failure, deliberately, with the decision recorded so
+   it does not read as neglect.
+4. **Fails randomly, consequence high** → redundancy or detection, because no interval helps.
+
+Option 3 is a legitimate strategy and it is the one nobody writes down, which is why it gets
+mistaken for the program failing.
+
+## The backlog is the leading indicator
+
+Downtime is a lagging measure. By the time it moves, the condition that produced it has been present
+for months.
+
+The honest leading indicator is the state of the planned-work backlog: how much identified work is
+waiting, how old the oldest item is, and what fraction of the week's hours went to work that was
+planned before the week started. A plant doing 80% planned work is in a different regime from one
+doing 30%, and the second cannot schedule production reliably no matter how good its scheduler is.
+
+The reactive trap is self-sustaining. Unplanned failures consume the hours that would have prevented
+the next ones, so the ratio degrades on its own. Breaking it costs a deliberate, temporary
+over-allocation to planned work while the backlog is worked down, and that is a decision someone has
+to fund rather than a habit the team can adopt.
+
+## Spares are an availability decision priced as inventory
+
+A spare is bought against a downtime cost, not against a usage rate, which is why usage-based
+reorder logic gets critical spares wrong in both directions. The part used twice a year sits at zero
+and the plant waits six weeks for it.
+
+Size the critical few on lead time and consequence: what it costs per day stopped, multiplied by the
+realistic days to obtain. Everything else can run on consumption. Say which list each part is on,
+because the finance conversation about slow-moving inventory will otherwise delete the critical
+ones first — they are, by design, the parts that never move.
+
+## Tooling
+
+A computerized maintenance management system is the asset register, the work order history and the
+PM schedule in one place. Fiix, Limble, UpKeep, eMaint, IBM Maximo and similar differ mostly in how
+much configuration they demand; the failure mode is identical across all of them, which is a system
+populated with assets and never with completed work orders. History is the entire value — without it
+there is no observed failure interval and every PM stays at the manual's default.
+
+Condition monitoring is a sensor and analysis decision before it is a software one. Portable
+vibration and thermal instruments on a route cover most plants. Permanently installed monitoring on
+a machine ranked at the top of the consequence list pays; installed everywhere it becomes a data
+stream nobody reads.
+
+Where the ERP holds the asset master — SAP PM, Oracle, Infor and similar — keep one register rather
+than two. A maintenance system with its own asset list diverges from the financial one within a
+year, and then neither is trusted.
+
+## Never
+
+- Put an asset on a preventive schedule without naming the failure mode it prevents.
+- Treat repeat failures on one asset as bad luck rather than as an unfixed cause.
+- Let unplanned work consume the hours allocated to planned work and call the ratio a result.
+- Judge a maintenance program on downtime alone, which moves months after the cause does.
+- Cut a critical spare because it has not moved.

package/sources/headcount/verticals/industrial/skills/operations/production-management/SKILL.md

@@ -0,0 +1,105 @@
+---
+name: production-management
+description: Runs the production schedule — sequencing and releasing work, managing work in process and changeovers, and holding the promised date when the floor and the order book disagree. Use this to build or fix a production schedule, decide what to run next, diagnose why lead times are growing while machines look busy, set up OEE or throughput measurement, or choose between make-to-stock and make-to-order for a product line.
+---
+
+# Production management
+
+The schedule is a promise made to a customer using capacity you do not fully control. Most plants
+that miss dates are not short of machine hours. They are running a sequence that maximizes
+utilization on each machine and no one is accountable for the order.
+
+## Sequence is the decision, not the loading
+
+Loading answers how much work a resource has. Sequence answers what the customer gets and when, and
+it is the part usually left to whoever is standing at the machine.
+
+Two sequences with identical total hours produce very different outcomes:
+
+- **Grouped by setup** — run everything in the same color, material or die together. Maximizes
+  machine output, and pushes any order that does not fit the current group to the back.
+- **Grouped by due date** — run what is owed soonest. Protects dates, and pays for it in changeovers.
+
+Neither is correct in general. What is not acceptable is the choice being made implicitly, shift by
+shift, by someone with no view of the order book. Decide the rule, write it down, and state what
+overrides it — because something always will, and an unstated override is how a schedule quietly
+stops meaning anything.
+
+## Work in process is the lead time
+
+Little's Law is the whole of it: lead time equals work in process divided by throughput. Releasing
+more work into a plant that is already full does not make anything come out sooner. It lengthens
+every job on the floor, including the one that was on time.
+
+The practical consequence is that **release is a control and most plants do not use it as one**.
+Work is released when the order arrives or when the paperwork clears, and the floor absorbs it.
+Capping releases against a work-in-process target feels like doing less and shortens quoted lead
+times measurably.
+
+The tell that release is uncontrolled: expediting works. If pushing a job to the front reliably
+gets it out, there is enough queue on the floor to hide the cost, and someone else's date moved.
+
+## Changeover is capacity you can buy back
+
+Setup time is usually treated as fixed, so the response to losing capacity to it is longer runs,
+which raises inventory and lengthens lead times for everything else.
+
+Attack the setup instead. Separate the work that can be done while the machine is still running —
+staging material, pre-setting tooling, moving the next die to the press — from the work that
+genuinely requires it stopped. Most first attempts find that a third or more of the setup did not
+need the machine idle. That recovered time is real capacity, and it costs nothing.
+
+The second-order effect matters more than the recovered hours: cheaper changeovers make small runs
+viable, which makes due-date sequencing affordable, which is what protects the promise.
+
+## OEE tells you where, not whether
+
+Overall equipment effectiveness multiplies availability, performance and quality. Its value is the
+decomposition — a line at 60% for three different reasons needs three different fixes.
+
+Two ways it misleads:
+
+- **On a non-bottleneck it is noise.** Improving OEE on a resource that is not constraining output
+  produces inventory, not throughput. Measure it where the constraint is.
+- **It rewards running.** A line kept running to protect the number, making parts nobody ordered,
+  scores well. Pair it with schedule adherence or it will quietly optimize for the wrong thing.
+
+Throughput at the constraint, plus on-time delivery, answers the business question. OEE answers the
+engineering question underneath it.
+
+## Make-to-stock and make-to-order are a lead-time decision
+
+The choice is between holding inventory and holding the customer waiting, and it is made per product
+family rather than per plant.
+
+Make-to-stock where demand is predictable, the item is standard, and the customer's tolerance for
+waiting is shorter than the production lead time. Make-to-order where variety is high, the item
+carries customer-specific content, or obsolescence risk is real.
+
+The hybrid is usually the right answer and rarely stated: hold the common part as stock, finish to
+order. That moves the decoupling point as late as possible, which is where inventory is cheapest and
+most flexible. `operations:capacity-and-demand-planning` holds the demand side of this decision.
+
+## Tooling
+
+Scheduling and shop-floor execution is where an ERP is either doing the work or being worked around.
+SAP, Oracle NetSuite, Epicor Kinetic, Infor CloudSuite Industrial, Odoo and similar carry the order
+book, routings and material availability, and the schedule should come from the same system that
+knows whether the material is there.
+
+Finite-capacity scheduling — PlanetTogether, Preactor, Opcenter APS and similar — earns its place
+where sequence-dependent setups, shared tooling or constrained labor make the ERP's infinite-capacity
+plan fiction. Below that complexity a well-maintained spreadsheet with a stated sequencing rule beats
+a scheduler nobody trusts.
+
+Machine-level data collection sits underneath OEE. At scale, a manufacturing execution system;
+below it, a tablet at the line and an honest downtime reason code list are enough to find the top
+three causes, which is all the first year needs.
+
+## Never
+
+- Release work into a full plant because the order arrived.
+- Let sequence be decided at the machine by whoever is standing there.
+- Improve utilization on a resource that is not the constraint and call it capacity.
+- Quote a lead time from routed hours rather than from observed work in process.
+- Report a schedule as met after the dates were moved to match what shipped.

package/sources/headcount/verticals/industrial/skills/people/labor-and-union-relations/SKILL.md

@@ -0,0 +1,100 @@
+---
+name: labor-and-union-relations
+description: Manages the relationship with a represented workforce — administering a collective agreement, handling grievances, understanding what supervisors may and may not say, and preparing for bargaining. Use this for a grievance or arbitration question, a work rule change in a represented unit, supervisor guidance during organizing, contract interpretation and past practice, or preparation for negotiations.
+---
+
+# Labor and union relations
+
+A collective agreement is a contract that constrains management rights for its term. Most disputes
+are not about its words. They are about something a supervisor did that the words did not obviously
+cover, and about what the plant has done for the last five years.
+
+This is jurisdiction-specific law with real consequences. Treat what follows as the structure of the
+problem and the vocabulary for the conversation, and involve qualified labor counsel before acting
+on anything contested.
+
+## Past practice is part of the agreement
+
+The written agreement is not the whole of it. A practice that is consistent, known to both sides,
+repeated over time and unchallenged becomes enforceable, and changing it unilaterally is a common
+route to a grievance the employer loses despite the contract language being on its side.
+
+This cuts both ways and is worth auditing before it matters. Informal accommodations — the early
+finish before a holiday, the overtime that always goes to the same crew, the break taken at the
+machine — are being accrued as practice whether or not anyone intended it.
+
+When you want to end one, end it explicitly and at the bargaining table or through the notice the
+agreement requires. Ending it quietly is the version that costs.
+
+## The grievance procedure is a pressure valve, and it works
+
+Grievances escalate through fixed steps with fixed clocks, ending in arbitration. Two habits
+determine whether the system absorbs disputes or accumulates them:
+
+- **Answer at the earliest step you can.** A grievance settled by the supervisor who caused it costs
+  a conversation. The same grievance at step three costs two managers, a business agent and a
+  written record that becomes precedent.
+- **Answer in writing, on the merits, within the clock.** Missing a time limit can decide the case
+  without the merits being reached, and a vague answer preserves nothing for later.
+
+Settle explicitly as non-precedential when that is what you mean, in writing. A settlement that does
+not say so is the past practice of the next dispute.
+
+Read arbitration honestly before filing or resisting: the question an arbitrator answers is narrow,
+and "we were within our rights" loses regularly to "that is not how this plant has operated."
+
+## What a supervisor says is the employer speaking
+
+During an organizing campaign, and generally, a front-line supervisor's offhand remark is attributed
+to the employer and is the most common source of unfair labor practice exposure. The exposure comes
+from four categories, and they are worth teaching as four:
+
+- **Threats** — any suggestion of a consequence tied to union activity. Including "we'd probably
+  have to look at the shift premium."
+- **Interrogation** — asking who signed, who attended, or how someone will vote.
+- **Promises** — a new benefit offered or hinted at during a campaign, which is unlawful even when
+  it was already planned.
+- **Surveillance** — watching or appearing to watch meetings, or monitoring who talks to whom.
+
+The protection of concerted activity is broader than union membership: two unrepresented employees
+discussing pay are engaged in it, and a policy forbidding discussion of wages is a problem
+independent of any union. `people:employee-relations` covers the individual-employee side of this.
+
+## Bargaining obligations do not wait for negotiations
+
+Where a mandatory subject is involved — pay, hours, and terms and conditions of employment — the
+obligation to bargain applies to changes during the term, not only at renewal. Scheduling systems,
+attendance policies, subcontracting bargaining-unit work, plant relocations and new monitoring
+technology land here more often than managers expect.
+
+The sequence that keeps this clean is notice, an opportunity to bargain, and then implementation —
+in that order, with the notice documented. Implementing first and negotiating the complaint
+afterwards is the path that produces a make-whole remedy.
+
+In preparation for a renewal, cost every proposal over the full term with the compounding stated,
+and know the two or three items the other side cannot return without. Those are what the agreement
+will be settled on, and everything else is trading stock.
+
+## Tooling
+
+Labor relations runs on records, and the records are the case. A grievance log with dates, steps,
+clocks, outcomes and whether each settlement was precedential is the single highest-value artifact,
+and a spreadsheet maintained without fail beats a module maintained occasionally. Case management in
+UKG, Dayforce, HR Acuity and similar earns its place where volume makes the clocks unmanageable by
+hand.
+
+Seniority, bidding, shift assignment and overtime distribution are where a represented unit and a
+generic HRIS collide, because the rules are contractual rather than configurable. Confirm the system
+can express the agreement before it becomes the system of record, or the plant will run the real
+rules in a parallel spreadsheet and the two will disagree in front of an arbitrator.
+
+Keep the current agreement, every memorandum of understanding and every side letter in one indexed
+place. The document that decides a grievance is usually not the one in the binder.
+
+## Never
+
+- Change a long-standing practice quietly and expect the contract language to carry it.
+- Let a grievance time limit pass without a written answer on the merits.
+- Let a supervisor answer questions about union activity without guidance in advance.
+- Implement a change to a mandatory subject and offer to discuss it afterwards.
+- Settle a grievance without stating in writing whether it sets precedent.

package/sources/headcount/verticals/industrial/vertical.toml

@@ -0,0 +1,38 @@
+# The industrial vertical: manufacturing, production, print and fulfillment operations.
+#
+# Chosen as the first vertical because it is the one that can be checked against reality — D10
+# records the operating businesses behind this repository as print, fulfillment and production
+# work, and D7 resolved that verticals are built for own use before they are productized. A
+# vertical nobody in the room can judge is a vertical whose quality nobody can judge.
+#
+# This file says what the vertical *is*. What it *adds* is discovered on disk: skills under
+# skills/<department>/<skill>/SKILL.md, and extensions to core skills under
+# context/<department>/<skill>.md. Nothing is listed twice.
+
+[vertical]
+slug = "industrial"
+name = "headcount-industrial"
+title = "Industrial"
+tagline = "An agent organization for companies that make and ship physical things — the full cross-industry core, plus the plant floor."
+description = "An agent organization for manufacturing, production, print and fulfillment operations. Each department installs independently so only the relevant function loads."
+keywords = ["manufacturing", "production", "industrial", "plant-operations"]
+rationale = """
+The core is deliberately cross-industry: it covers the company, not the factory. That is the right
+default, and it is also why a plant manager asking a core skill about capacity gets an answer about
+service queues.
+
+This vertical keeps every core skill and adds the part the core leaves out on purpose — production
+scheduling, maintenance and reliability, safety as a regulated obligation rather than a value, and
+the employment relationship as it exists on a shop floor. Where a core skill is right in shape but
+thin on the plant floor, the vertical extends it in place rather than forking it, so an improvement
+to the core still reaches this repository on the next emit.
+"""
+
+[repo]
+url = "https://github.com/cbrock84/headcount-industrial"
+upstream = "https://github.com/cbrock84/headcount"
+
+[emit]
+# Every core department ships. Nothing about demand generation or product stops applying to a
+# manufacturer, and D8's rule against removing a surface because it looks unused applies here too.
+exclude_departments = []

package/sources/skills-ia/.claude-plugin/marketplace.json

@@ -0,0 +1,187 @@
+{
+  "name": "skills-ia",
+  "owner": {
+    "name": "Tiago PGR",
+    "email": "tiagopgr22@gmail.com"
+  },
+  "description": "+1.100 skills profissionais prontos para usar com Claude Code - 13 categorias.",
+  "plugins": [
+    {
+      "name": "carreira",
+      "source": "./skills/carreira",
+      "description": "Skills de carreira - posicionamento, bio, LinkedIn, curriculo, mentoria, thought leadership, portfolio e precificacao para freelancers.",
+      "category": "Carreira",
+      "keywords": [
+        "carreira",
+        "linkedin",
+        "posicionamento",
+        "curriculo",
+        "mentoria"
+      ]
+    },
+    {
+      "name": "conteudo-copy",
+      "source": "./skills/conteudo-copy",
+      "description": "Skills de conteudo e copywriting - headlines, hooks, carrosseis, roteiros de Reels, VSLs, paginas de venda, e-mails e newsletters.",
+      "category": "Conteudo & Copy",
+      "keywords": [
+        "copy",
+        "conteudo",
+        "marketing",
+        "headlines",
+        "reels",
+        "email"
+      ]
+    },
+    {
+      "name": "codigo",
+      "source": "./skills/codigo",
+      "description": "Skills para desenvolvimento de software - debugging, design de API RESTful, CI/CD, Dockerfile, code review, testes e autenticacao.",
+      "category": "Codigo",
+      "keywords": [
+        "codigo",
+        "desenvolvimento",
+        "api",
+        "debug",
+        "testes",
+        "devops"
+      ]
+    },
+    {
+      "name": "design-branding",
+      "source": "./skills/design-branding",
+      "description": "Skills de design e branding - briefing estrategico, proposta comercial, identidade visual, naming, moodboard e precificacao de projetos.",
+      "category": "Design & Branding",
+      "keywords": [
+        "design",
+        "branding",
+        "identidade-visual",
+        "naming",
+        "proposta"
+      ]
+    },
+    {
+      "name": "direcao-criativa",
+      "source": "./skills/direcao-criativa",
+      "description": "Skills de direcao criativa - conceito de campanha, direcao de arte, narrativa visual, branding estrategico e portfolio criativo.",
+      "category": "Direcao Criativa",
+      "keywords": [
+        "criativo",
+        "campanha",
+        "direcao-de-arte",
+        "narrativa",
+        "portfolio"
+      ]
+    },
+    {
+      "name": "financeiro",
+      "source": "./skills/financeiro",
+      "description": "Skills financeiros - fluxo de caixa, DRE gerencial, precificacao, contratos, conciliacao bancaria e planejamento tributario.",
+      "category": "Financeiro",
+      "keywords": [
+        "financeiro",
+        "contratos",
+        "precificacao",
+        "fluxo-de-caixa",
+        "tributario"
+      ]
+    },
+    {
+      "name": "juridico-advocacia",
+      "source": "./skills/juridico-advocacia",
+      "description": "Skills juridicos - peticoes, contestacoes, pareceres, contratos, gestao de escritorio, captacao de clientes e honorarios.",
+      "category": "Juridico & Advocacia",
+      "keywords": [
+        "juridico",
+        "advocacia",
+        "peticoes",
+        "contratos",
+        "escritorio"
+      ]
+    },
+    {
+      "name": "lideranca-equipes",
+      "source": "./skills/lideranca-equipes",
+      "description": "Skills de lideranca - OKRs, feedback estruturado, delegacao, onboarding de time, reunioes produtivas e avaliacao de desempenho.",
+      "category": "Lideranca & Equipes",
+      "keywords": [
+        "lideranca",
+        "equipes",
+        "okrs",
+        "feedback",
+        "delegacao",
+        "onboarding"
+      ]
+    },
+    {
+      "name": "marketing",
+      "source": "./skills/marketing",
+      "description": "Skills de marketing - funis de venda, campanhas Meta/TikTok Ads, propostas comerciais, scripts de reuniao e lancamentos digitais.",
+      "category": "Marketing",
+      "keywords": [
+        "marketing",
+        "vendas",
+        "ads",
+        "funil",
+        "lancamento",
+        "proposta"
+      ]
+    },
+    {
+      "name": "operacoes",
+      "source": "./skills/operacoes",
+      "description": "Skills de operacoes - SOPs, POPs, delegacao, onboarding, planejamento trimestral, gestao de projetos e diagnostico de gargalos.",
+      "category": "Operacoes",
+      "keywords": [
+        "operacoes",
+        "sop",
+        "processos",
+        "onboarding",
+        "gestao",
+        "planejamento"
+      ]
+    },
+    {
+      "name": "produto",
+      "source": "./skills/produto",
+      "description": "Skills de produto - KPIs, lancamento de produto digital, otimizacao de conversao, analise de churn, SEO e relatorios executivos.",
+      "category": "Produto",
+      "keywords": [
+        "produto",
+        "kpis",
+        "conversao",
+        "churn",
+        "lancamento",
+        "metricas"
+      ]
+    },
+    {
+      "name": "rotina",
+      "source": "./skills/rotina",
+      "description": "Skills de rotina e produtividade - planejamento semanal, batching de conteudo, GTD, blocos de foco e revisao semanal.",
+      "category": "Rotina",
+      "keywords": [
+        "rotina",
+        "produtividade",
+        "planejamento",
+        "gtd",
+        "foco",
+        "semanal"
+      ]
+    },
+    {
+      "name": "seo",
+      "source": "./skills/seo",
+      "description": "Skills de SEO e dados - analise de metricas, pesquisa de mercado, analise de concorrencia, funil de conversao e KPIs.",
+      "category": "SEO",
+      "keywords": [
+        "seo",
+        "metricas",
+        "dados",
+        "mercado",
+        "concorrencia",
+        "kpis"
+      ]
+    }
+  ]
+}