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Found 14 Skills
Plan engagement for a specific stakeholder. Use when preparing an outreach, navigating resistance, or aligning a critical relationship before a key milestone.
Plan and execute organizational or technical changes. Trigger with "we're changing", "rolling out", "migration plan", "how do we communicate this change", "change management plan", or when the user is planning a change that affects people, processes, or systems.
Build a stakeholder map using a power/interest grid, identify communication strategies per quadrant, and generate a communication plan. Use when managing stakeholders, preparing for a launch, aligning cross-functional teams, or planning stakeholder engagement.
Prepares sprint review and demo of deliveries for stakeholders. Use when the sprint has ended and it is necessary to present what was delivered, what changed in scope, what is pending, and what decisions are needed.
Transforms technical work into persuasive business-language documents for non-technical stakeholders, including internal announcements, approval proposals, incident explainers, technical-debt cases, product explainers, and investor or partner memos. Use when the user asks to present technical work to the company, explain software to business teams, write a business case, make an approval document, or convert a technical artifact into stakeholder communication in the requested language. Do not use for READMEs, specs, ADRs, external marketing pages, or customer-facing sales copy.
Business analysis expert who drives project discovery, market research, and requirements validation within the BMAD methodology
Documents stakeholder needs, concerns, and influence for a project or initiative. Use when starting projects, managing complex stakeholder relationships, or ensuring alignment across organizational boundaries.
Help users work effectively across functions. Use when someone is navigating PM-engineering relationships, resolving cross-team conflicts, building product trios, or improving handoffs between design, engineering, and product.
Explain the same design observation to a designer, a developer, and a non-technical stakeholder. Same insight, three languages. Use when working cross-functionally or presenting design decisions to mixed audiences.
/em -board-prep — Board Meeting Preparation
Expert product demonstration specialist for SaaS and B2B software. Use when preparing demos, structuring demo presentations, tailoring to stakeholders, handling objections during demos, managing live vs sandbox environments, or improving demo conversion rates. Covers remote and in-person demos, multi-stakeholder presentations, technical deep-dives, and executive briefings.
Discipline for giving design work narrative structure that makes people care. Provides four canonical patterns — protagonist-arc, choreography, situation/complication/resolution, what-is/what-could-be — each with a goal, shape, and named pathology. Use when design work needs narrative structure, when stakeholders need to see the user's experience as a story, when presenting design rationale to non-design audiences, or when a journey, blueprint, brief, or deck feels lifeless. Trigger phrases: "what's the story here?", "tell the story", "story mode", "narrative mode". Restated inline in journey, blueprint, strategize, evaluate (and presentation when that skill ships). Refuses to smooth user data into clean arcs, manufacture strategic tension, substitute emotional appeal for evidence, assume conflict arcs are universal, or engineer stakeholder assent by shortcut.