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Found 35 Skills
Generate a status report with KPIs, risks, and action items. Use when writing a weekly or monthly update for leadership, summarizing project health with green/yellow/red status, surfacing risks and decisions that need stakeholder attention, or turning a pile of project tracker activity into a readable narrative.
Build and maintain one coherent company story across all audiences — employees, investors, customers, candidates, and partners. Detects narrative contradictions and ensures the same truth is framed for each audience's needs. Use when preparing investor updates, all-hands presentations, board communications, recruiting narratives, crisis communications, or when user mentions company narrative, messaging consistency, storytelling, all-hands, investor update, or crisis communication.
Helps engineering managers identify, quantify, and reduce hidden capacity drains that make teams miss commitments even when everyone is busy. Use this skill whenever the user mentions invisible work, untracked work, support requests consuming the team, glue work, shadow backlog, sprint spillover, capacity planning being wrong, teams always underestimating, senior engineers burning out, or "we are busy but nothing ships." Produces a diagnostic, evidence plan, and concrete interventions.
Write a structured escalation brief for an at-risk customer account. Use when an account has escalated, when a customer is threatening churn, when a P1 customer issue needs executive attention, or when preparing an internal save play. Produces a crisp escalation brief with account context, timeline, root cause, business impact, and a clear resolution plan.
Expert SRE incident responder specializing in rapid problem resolution.
Use when running launch command centers, standups, and escalation workflows.
Generate professional standards alignment documentation for board presentations, curriculum reviews, accreditation reports, grant proposals, and administrator reviews. Use for stakeholder communication. Activates on "compliance documentation", "board report", or "standards report".
Creates a clear problem framing document with user impact, business context, and success criteria. Use when starting a new initiative, realigning a drifted project, or communicating up to leadership.
Documents the results of a completed experiment or A/B test with statistical analysis, learnings, and recommendations. Use after experiments conclude to communicate findings, inform decisions, and build organizational knowledge.
Explains business financial terms and frameworks for engineering managers — produces term definitions (ARR, COGS, CAC, LTV, gross margin, burn rate, EBITDA, AARRR), translation formulas for making engineering work visible in business language, and a three-layer framework for building business credibility. Use when the user says "business terms," "EBITDA," "burn rate," "CAC," "LTV," "gross margin," "ARR," "how do I speak to business people," "I don't understand finance," "make the case for engineering work," "connect engineering to business outcomes," "talk to the P&L owner," or "business impact." Do NOT use when the user wants to connect engineering metrics (DORA, velocity) to business metrics — use developer-productivity instead.
Guides actuarial consulting engagements—client scoping and SOW design, stakeholder communication (CFO, risk, boards, regulators at overview level), due diligence and M&A actuarial support, reserving/pricing/capital review programs, model validation and opinion support, regulatory interaction prep, and deliverable governance (memos, exhibits, management presentations). Use when the user mentions actuarial consulting, actuarial engagement, reserve opinion, due diligence actuarial, model validation engagement, actuarial memo, SOW actuarial, regulatory actuarial, M&A reserves, or actuarial review—not deep technical modeling execution (actuary), P&C line education only (property-casualty-insurance), legal advice (commercial-counsel), or generic management consulting without actuarial lens (business-consultant).
Guides technical program management—multi-team initiatives with dependencies, milestones, RAID tracking, launch readiness, stakeholder status, and cross-functional coordination across engineering, product, and infrastructure (not application code or BRDs). Use when running a technical program, dependency maps, milestones, exec status, or unblocking cross-team delivery—not for requirements (business-analyst), rollout (deployment-strategist), CI/CD (devops), data roadmaps (data-manager), or single-team delivery (fullstack-software-engineer). Incidents: incident-management-engineer. Architecture: senior-system-architecture. Strategy: business-consultant. Comms: communication-lead. DC site build: data-center-design-execution-lead. DC portfolio: data-center-portfolio-planning-execution-lead. M&A/financing deal execution and closing matrix: transaction-manager. Exec/VIP and community customer escalations: community-executive-escalations-program-manager. CVD/disclosure: technical-program-manager-security-cvd.