Loading...
Loading...
Found 52 Skills
Analyzes the founder's business context to deliver the 3 highest-impact next moves for growth (marketing or sales). Asks up to 10 diagnostic questions when needed to uncover bottlenecks, struggles, and opportunities. Use when user needs strategic guidance, next steps, growth planning, or actionable business strategy.
Strategic planning specialist for task breakdown, dependency management, timeline estimation, and resource allocation. Manual invocation only - expert at decomposing complex projects into manageable tasks, identifying dependencies, assessing risks, and creating actionable roadmaps. Use when starting complex projects, facing overwhelmed scope, needing structured approaches, or requiring systematic task management before implementation.
Annual strategic review and goal-setting interview for personal life/work domains with quarterly progress check-ins
Build strategic plans for business goals. Creates one-page briefs with core objective, key milestones, leverage points, and risks. Use when setting direction, pitching initiatives, or aligning teams around a goal.
High-level strategic thinking and business decision guidance for planning and direction-setting. Use when: making strategic decisions, evaluating business options, setting direction, analyzing trade-offs, or when user mentions strategy, business planning, competitive analysis, or long-term planning.
Formulate and audit real strategy using Richard Rumelt's "Good Strategy Bad Strategy": an honest diagnosis, a guiding policy, and coherent action instead of goals, vision, and wishful thinking. Use when the user mentions "good strategy bad strategy", "strategy kernel", "diagnosis guiding policy coherent action", "our strategy is just goals", "strategic planning", "mission vs strategy", "annual plan", or "is this actually a strategy". Also trigger when auditing a strategy doc or pitch deck for fluff, turning a goal list into real strategy, formulating strategy for a product or company, or finding leverage and proximate objectives. Covers the kernel of strategy, bad-strategy detection, and sources of power. For product positioning, see obviously-awesome. For uncontested markets, see blue-ocean-strategy.
Think beyond immediate consequences to understand the chain reactions of decisions. Master Howard Marks' investment framework for seeing what others miss. Use when: **Strategic decisions** where long-term consequences matter; **Policy/rule changes** that will trigger behavioral responses; **Competitive moves** to anticipate market reactions; **Product decisions** where user behavior may shift; **Investment analysis** to see past obvious conclusions
Produces a private strategic preparation document for the user before a meeting that matters. Captures stakes, stakeholder positions and reads, ranked desired outcomes, key messages, anticipated questions with prepared responses, risks and tensions, specific asks, and success signals. Distinct from meeting-agenda because this artifact is not shared with attendees; it is the user's personal tactical prep for meetings where positioning matters.
Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Includes strategy analyzer, financial scenario modeling, board governance frameworks, and investor relations playbooks. Use when planning strategy, preparing board presentations, managing investors, developing organizational culture, making executive decisions, or when user mentions CEO, strategic planning, board meetings, investor updates, organizational leadership, or executive strategy.
Brainstorm team-level OKRs aligned with company objectives — qualitative objectives with measurable key results. Use when setting quarterly OKRs, aligning team goals with company strategy, drafting objectives, or learning how to write effective OKRs.
Perform a PESTLE analysis covering Political, Economic, Social, Technological, Legal, and Environmental factors. Use when assessing the macro environment, doing strategic planning, or evaluating external factors affecting your business.
Analyze barriers to market entry and exit. Use for market attractiveness assessment, competitive dynamics, and strategic planning.