productfoo 0.0.0-stage → 1.0.1

package/skills/pitch/references/opportunity-assessment.md

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+# Staged Opportunity Assessment (0→1 · 1→n · n^x)
+
+This is the opportunity-assessment spine `foo pitch` fuses into the FAQ. It is a
+**staged** framework: the questions change with the *kind* of bet, because a net-new
+product, a major enhancement, and an incremental improvement need different scrutiny.
+
+> **How to use it (the operating rules — carry these into the Pitch paper):**
+> - The goal is **not to have all the answers** — it is to give leaders the fodder to
+>   assess the opportunity. **Be concise. Keep it to ~2 pages and hit the highlights.**
+> - This is an **early read** for executives, founders, and other leaders on the
+>   opportunity of what we are building. The detailed build spec comes later, not here.
+> - **Bring data where you have it; caveat where you don't** but are looking into it.
+> - **Link out** (docs, dashboards, reports) when that is the easiest way to make the point.
+> - Keep the reader-facing answers in plain prose with ordinary Markdown citations.
+>   Type each load-bearing claim in the same document's **Evidence ledger** using
+>   `Claim | Source type | Confidence | Citation`. A back-of-the-napkin estimate is
+>   fine when its source type is `hypothesis` and the ledger says what would validate it.
+
+Pick the stage first (the command auto-suggests from the request; confirm with the user):
+
+- **0 → 1** — a brand-new product introducing a unique solution / creating a new market.
+  Transition from *no product* to the first version. Highest innovation + market-introduction risk.
+- **1 → n** — significant enhancement or expansion of an existing product: new features,
+  new markets, or a materially stronger value proposition for evolving demand.
+- **n^x** — incremental improvements to an established product: refined UX, efficiency,
+  smaller features that *cumulatively* move performance and satisfaction.
+
+---
+
+## For a New Product (0 → 1)
+
+**Defining the Customer and Their Needs**
+- Who is our specific target customer?
+- What are the precise problems or unmet needs for this customer group?
+- How are these customers currently solving these problems?
+- What makes these problems worth solving *now*?
+
+**Market Understanding and Scope**
+- How large is the potential market (TAM, SAM, SOM)? Will these be net-new customers, or will we sell into / drive adoption with existing customers? (back-of-the-napkin is just fine)
+- What are the growth trends and projections for this market?
+- How might external factors (economic, social, technological) affect market size and demand?
+
+**Product and Competitive Landscape**
+- What existing user expectations will we have to consider?
+- What existing solutions are customers currently using?
+- What are the limitations or gaps in these existing solutions?
+- How will our product address these gaps uniquely?
+- How might competitors respond to our entry into the market?
+
+**Product Differentiation and Risk Analysis**
+- What is the story we want to tell in market when this launches (a couple of sentences or a handful of bullets)? How does this storyline ladder up to the larger storylines we are telling in market?
+- What are our product's unique selling points (USPs)?
+- What are the key risks and challenges of this product's development and market entry?
+- How might changes in technology, customer preferences, or market conditions impact our product's relevance and usability?
+
+**Market Entry Strategy**
+- What is our entry strategy into the market?
+- How do we plan to reach our initial customers?
+- If we find initial success, what would we want to do to scale up?
+- What partnerships or collaborations might be beneficial?
+
+**Measuring Success**
+- What are the key metrics for measuring the success of this product?
+- What are our revenue projections and profitability forecasts?
+- How will we manage and mitigate the risks associated with these projections?
+- What early indicators can we monitor to gauge potential success or needed adjustments before broader metrics can be assessed?
+- How will we ensure the success metrics demonstrate the *incremental* value of the new product rather than shifts from existing solutions?
+- What guardrail metrics will we monitor so the pursuit of success doesn't negatively impact other important aspects (e.g., customer satisfaction, brand perception)?
+
+**Investment**
+- What skills and experience are critical to the success of the project?
+- What is the first milestone to evaluate further investment?
+
+---
+
+## For a Major Enhancement (1 → n)
+
+**Understanding the Customer Evolution**
+- How have our customers' needs and expectations evolved since the original product launch?
+- What feedback or data points highlight the need for this major enhancement?
+
+**Enhancement Impact and Scope**
+- How will this enhancement improve or change the current customer experience?
+- What are the projected impacts on customer retention, acquisition, and overall market share?
+- How does the product interoperate with existing systems and patterns impacting the end-user experience?
+- What are the risks of implementing these enhancements, including potential customer backlash or technical challenges?
+- How do we prioritize which improvements to implement based on customer impact, feasibility, and cost?
+
+**Market and Competitive Reaction**
+- What is the story we want to tell in market when this launches? How does this storyline ladder up to the larger storylines we are telling in market?
+- How might this enhancement alter our position within the competitive landscape?
+- How are competitors likely to respond to our product enhancement?
+
+**Operational and Financial Implications**
+- What changes to our operations, sales enablement, etc. are necessary to roll out this enhancement?
+- How will this enhancement affect our cost structure and profitability?
+
+**Measurement of Success**
+- What specific metrics will we use to evaluate the success of this enhancement?
+- How will we track the impact of this enhancement on overall product performance and customer satisfaction?
+- What immediate changes in user behavior or feedback can we use as early signs of impact?
+- How will we differentiate growth/benefits attributed to the enhancement from general market trends or other variables?
+- While striving for enhancement success, what factors must remain stable or improved to avoid undermining existing product value?
+
+---
+
+## For Incremental Improvements (n^x)
+
+**Customer Centricity**
+- What minor customer pain points are we addressing with these incremental improvements?
+- How isolated is the customer pain, and is there a larger trend that requires additional investigation?
+- How do these improvements align with our customers' evolving needs and expectations?
+
+**Scope and Impact Analysis**
+- What is the scope of these incremental improvements?
+- How do we prioritize which improvements to implement based on customer impact, feasibility, and cost?
+
+**Competitive Considerations and Risks**
+- What is the story we want to tell in market when this launches? How does this storyline ladder up to the larger storylines we are telling in market?
+- Will these improvements help maintain or enhance our competitive edge?
+- Where do we expect to be copied?
+- Is this introducing a strong or weak moat?
+- What risks do these improvements pose to our existing product functionality and customer base?
+
+**Operational Execution and Scalability**
+- How will these improvements be implemented within the current product framework?
+- What operational, technical, or logistical challenges are anticipated, and how will they be addressed?
+- What is the roll-out strategy?
+- Where do you anticipate change to users' workflows leading to excitement, fear, doubt, etc., and how can we communicate this in advance?
+
+**Success Metrics and Feedback Loops**
+- What metrics will be used to assess the success of these incremental improvements?
+- How will customer feedback be integrated into future improvement cycles?
+- What small-scale feedback or analytics can serve as quick checks for effectiveness?
+- In what ways can we measure the specific contribution of each incremental change to understand its value-add clearly?
+- What are the non-negotiable performance metrics that must not be degraded by these improvements?

package/skills/pitch/references/prfaq-template.md

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+# Working Backwards PR/FAQ template
+
+The narrative half of a Pitch paper. Start with the customer and work backwards:
+write the launch-day press release *before* the thing exists, then use the FAQ to
+map the dragons between here and there. The press release is a forcing function to
+stay laser-focused on the customer; the FAQ proves you can actually get there.
+
+**Posture:** truth-seeking, not selling. A pitch that requires solving *no* hard
+problem should go back to the drawing board. The document must be able to conclude
+**NO-GO** or **NOT-NOW**, and must argue against itself (see the counter-case).
+
+## Press Release
+
+- **Heading** — name the product so the target customer understands it. One sentence under the title.
+- **Subheading** — the specific customer segment and the benefit they gain. One sentence. *If it's "for everyone," it's for no one — name the segment precisely.*
+- **Summary paragraph** — city / outlet / **a real, meaningful launch (or ship) date**, then the product + benefit in brief. For internal or agent-facing work, define "launch to whom" (a PM? agents enabled? a release channel?).
+- **Problem paragraph** — the customer's problem, written from *their* point of view. Not all problems are equal; pick the one that matters most.
+- **Solution paragraph(s)** — how the product simply and directly solves that problem, in enough detail to be concrete. **Acknowledge the competition:** "Today customers use X / Y / Z; those fall short at …; we address the unmet need by …". If you solve the same problem the same way as what exists, go back to the drawing board.
+- **Quotes & getting started** — one spokesperson quote, one hypothetical-customer quote naming the benefit; how easy it is to get started + where to learn more.
+
+## FAQ
+
+**External FAQ** — what the press and customers will ask: price, how it works, how to get help, where to get it, what happens in edge case X.
+
+**Internal FAQ** — the hard questions from every function (finance, marketing, support, ops, legal, eng) and the challenging problems (technical, financial, legal, operational) that must be solved to build it. In a Pitch paper, **the staged opportunity assessment (`opportunity-assessment.md`) IS the Internal FAQ** — fuse them, don't bolt on two lists.
+
+A great FAQ is optimistic *and* realistic: a data-based read on the opportunity, a firm grasp of what building it takes, the risks, and the conditions under which it succeeds or fails. It shows multiple options were considered for both the problem and the solution.
+
+## Evidence ledger
+
+Keep provenance out of the Press Release and FAQ prose. Put ordinary Markdown
+citations beside sourced claims, then finish the paper with a compact ledger:
+
+| Claim | Source type | Confidence | Citation |
+| --- | --- | --- | --- |
+| Concise load-bearing claim | primary / vendor / social / call / hypothesis | low / medium / high | Ordinary Markdown link or repo reference |
+
+Use `hypothesis` as the source type for an estimate and state what would validate
+it. Never wrap a citation inside an evidence tag or code span.
+
+## The counter-case (non-negotiable — this is what keeps a pitch honest)
+
+Always answer, explicitly:
+- **What must be true** for this to succeed?
+- **Top 3 reasons this fails.**
+- **There is always a current solution** — will the customer actually change behavior and switch because we're meaningfully better / faster / cheaper?
+
+## Watch-outs (Amazon's, worth keeping)
+
+- **Velocity over speed** — direction matters more than raw pace; clarity up front makes the build fast.
+- **Selling vs. truth-seeking** — don't pitch to "win" budget; surface what would prevent success.
+- **Don't discount the competition** — a real problem already has a current solution.
+- **Customer-backwards, not skills-forward** — start from what customers want, not what we're good at building today.
+- **Great product, wrong problem** — a great product that solves no real problem still fails.

package/skills/pmm-release-briefing/SKILL.md

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+---
+name: pmm-release-briefing
+description: "Use when a release needs a PMM briefing outline but external delivery, scheduling, or publishing would be required."
+---
+
+# PMM Release Briefing
+
+## Usage
+
+This draft keeps its egress boundary. It may prepare an in-chat or local outline
+from explicit intent, repo facts, and approved sanitized evidence; it must not
+schedule, publish, post, send, or update an external destination.
+
+1. Confirm the release, audience, cadence, and intended recipient.
+2. Use only material already supplied in chat, repo facts, or approved sanitized evidence.
+3. Draft a concise briefing: changes, customer impact, evidence, risks, unknowns,
+   owners, and proposed next actions.
+4. Label **Sources used**, **Sources omitted**, **Trust status**, and **Limits**.
+5. Hand the draft and destination to a person for review and delivery.
+
+## Error Handling
+
+- For any delivery or schedule request, stop with `status: blocked`,
+  `did_not_run: external delivery`, `missing: egress approval and implementation`,
+  `next action: review the in-chat draft and deliver it manually`, `exit: nonzero`.
+- If approved evidence is missing, leave the claim unknown; do not inspect a
+  connector or silently infer it.

package/skills/pmm-release-briefing/agents/openai.yaml

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+interface:
+  display_name: "PMM Release Briefing"
+  short_description: "Draft a local PMM briefing; external delivery stays blocked."
+  default_prompt: "Use $pmm-release-briefing for the relevant workflow."

package/skills/pmm-release-briefing/references/variant-generalized.md

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+# PMM release briefing outline
+
+Use this only as a local draft shape. It grants no connector access, schedule,
+or delivery authority.
+
+## Sections
+
+1. Release and audience
+2. What changed
+3. Customer impact
+4. Evidence and confidence
+5. Risks, unknowns, and dissent
+6. Owners and proposed next actions
+7. Sources used, sources omitted, trust status, and limits
+
+The human reviews the completed outline and performs any external delivery.

package/skills/positioning-messaging/SKILL.md

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+---
+name: positioning-messaging
+description: "Use when someone is launching a product, differentiating from competitors, writing marketing copy, struggling to explain what their product does, or working on value propositions and taglines."
+---
+## Usage
+
+Use this skill when its frontmatter description matches the user request. Follow the workflow and constraints below.
+
+
+# Positioning & Messaging
+
+Help the user craft compelling product positioning and messaging using frameworks from 58 product leaders and marketers.
+
+## How to Help
+
+When the user asks for help with positioning and messaging:
+
+1. **Understand the target audience** - Ask who specifically they're trying to reach and what those people care about
+2. **Identify the competitive frame** - Determine what alternatives customers are comparing them against
+3. **Find the differentiated value** - Help them articulate what's uniquely true and valuable about their offering
+4. **Test message resonance** - Guide them toward language that reflects how customers describe their own problems
+
+## Core Principles
+
+### Positioning dictates everything
+Arielle Jackson: "I really believe that positioning dictates so much of your marketing and should always be the first thing you do. I had a student in my last class... He goes, I'll never write a line of code without doing positioning first." Positioning is the foundational element of marketing that should precede product development and all other marketing activities.
+
+### Weak positioning creates pipeline friction
+April Dunford: "Weak positioning hurts you in the early stages of pipeline in that people don't really get what you are, so they're not responding to your marketing the way they should. And you'll get this sluggishness in the middle of your pipeline." Monitor for customers asking sales reps to "back up and start over" during pitches - this signals positioning problems.
+
+### Communication is defined by the receiver
+Gina Gotthilf: "Communication isn't about being able to convey a message, it's about being able to convey a message in a way that the listener receives it, and understands it, and remembers it." Effective communication is defined by the listener's ability to understand and remember the message, not just the act of sending it.
+
+### Use pattern matching for press
+Emilie Gerber: "You can get so in the weeds with your own messaging that you want to set up this massive problem statement... but if you're very straightforward and you're pattern matching, it's generally actually going to work." Straightforward pattern matching is more effective for press than complex problem statements or trend stories.
+
+### Brand sets expectations
+Jessica Hische: "The cover of the book should tell people what to expect from the thing that they're about to engage with." A brand's visual identity should serve as a symbiotic preview that sets the correct expectations and tone for the product experience.
+
+### Start with the struggling moment
+Bob Moesta: "A struggling moment causes demand. And you start to realize that in some cases that struggling moment exists and can exist for a long time and nobody solved it." Great positioning starts with understanding the specific context where users feel stuck, not with product features.
+
+### Differentiation requires sacrifice
+April Dunford: "You can't be everything to everyone." True positioning requires explicitly deciding who you're NOT for and what you're NOT offering.
+
+## Questions to Help Users
+
+- "When a customer switches to your product, what are they switching FROM? What were they doing before?"
+- "If your product disappeared tomorrow, what would your best customers miss most?"
+- "What do your happiest customers say when they recommend you to a friend?"
+- "Who is specifically NOT a good fit for your product, and why?"
+- "What competitive alternative are you explicitly positioning against?"
+- "Can everyone in your company describe what you do consistently?"
+
+## Common Mistakes to Flag
+
+- **Feature-first messaging** - Leading with what the product does rather than what customers achieve
+- **Positioning by adjectives** - Using words like "powerful" or "easy-to-use" that every competitor also claims
+- **Trying to appeal to everyone** - Refusing to narrow the target audience for fear of missing opportunities
+- **Complex problem statements** - Over-explaining the problem instead of using straightforward pattern matching
+- **Company-centric language** - Using internal jargon or product names that mean nothing to prospects
+
+## Deep Dive
+
+For all 106 insights from 58 guests, see `references/guest-insights.md`
+
+## Error Handling
+
+- If required files, tools, connectors, credentials, or source artifacts are unavailable, state the blocker clearly and continue only with safe local evidence.
+- If the user request requires missing product judgment or source-boundary approval, ask one focused question before proceeding.

package/skills/positioning-messaging/agents/openai.yaml

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+interface:
+  display_name: "Positioning Messaging"
+  short_description: "Use when someone is launching a product, differentiating from competitors, writing marketing copy, struggling to explain"
+  default_prompt: "Use $positioning-messaging for the relevant workflow."