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Found 27 Skills
Advocate for design quality, scope, and time with cross-functional partners and leadership using evidence and shared goals.
Help users prioritize product roadmaps and backlogs. Use when someone is deciding what to build next, sequencing features, allocating resources across projects, handling stakeholder requests, or struggling with too many competing priorities.
Expert project management covering planning, execution, stakeholder management, risk mitigation, and delivery excellence.
Build a multi-quarter roadmap from a backlog of ideas, requests, and ongoing initiatives. Use this skill when planning the next quarter, sequencing dependent work, balancing build vs improve vs maintain, or making the case for what NOT to do. Triggers on roadmap, quarterly planning, what should we build next, sequencing, prioritization, OKR planning, capacity planning, what's on the roadmap, plan the year, what to ship next quarter. Also triggers when stakeholders are pulling in different directions and the team needs a defensible plan.
Use when facing decisions with multiple legitimate perspectives and inherent tensions. Invoke when stakeholders have competing priorities (growth vs. sustainability, speed vs. quality, innovation vs. risk), need to pressure-test ideas from different angles before committing, exploring tradeoffs between incompatible values, synthesizing conflicting expert opinions into coherent strategy, or surfacing assumptions that single-viewpoint analysis would miss.
Use to govern executive involvement, cross-functional response, and risk resolution for at-risk renewals.
Rebuild brand reputation after a crisis through strategic communication, trust-building actions, and sentiment recovery tracking
Project management expertise - agile methodology, estimation, risk management, stakeholder management
Hub skill for requirements elicitation. Provides technique selection, orchestration guidance, LLMREI patterns, and autonomy level configuration. Use when gathering requirements from stakeholders, conducting elicitation sessions, or preparing requirements for specification.
Challenges stakeholder requests to identify real needs and propose optimal solutions. Use when receiving vague feature requests, reframing a problem before implementation, or when user mentions problem framing, XY problem, stakeholder request, or solution discovery. WHEN NOT: Well-defined technical tasks with clear requirements, bug fixes with known root causes, or routine CRUD operations.
Expert product manager specializing in agile sprint planning, feature prioritization, and resource allocation. Focused on maximizing team velocity and business value delivery through data-driven pr...
Equips engineering managers with persuasion techniques and positioning strategies for getting things done without direct authority — produces tactical methods (Nemawashi, Decoy Pricing, Reverse Psychology, LMDTFY, Engineered Serendipity), conversation techniques for disarming resistance (Label the Concern, Get to "That's Right"), a headcount argument framework, and a three-level visibility/trust model. Use when the user says "how do I convince," "persuade," "get buy-in," "stakeholder management," "influence without authority," "get approval," "calibration," "nobody takes me seriously," "how do I get headcount," or "organizational politics." Do NOT use when the issue is the user's relationship with their own manager (use managing-up).