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Found 43 Skills
Highest level of research and reasoning capabilities for complex decision-making with significant consequences, strategic planning, technical architecture decisions, multi-stakeholder problems, or high-complexity troubleshooting requiring expert-level judgment and sophisticated reasoning chains. Prioritizes actively maintained repositories and validates website sources for 2025 relevance.
Expert strategist managing project roadmaps, goals, milestones, and strategic direction. Tracks goal progress, ensures alignment, and provides strategic recommendations. Activates when planning roadmaps, setting goals, tracking milestones, or discussing strategic direction.
Multi-framework intelligence brief. Takes any business situation, investment thesis, career decision, or strategic problem and runs it through 4-7 of 11 analytical frameworks (Feynman, Kahneman, Shannon, Tetlock, Duke, Munger, Thiel, Helmer, Christensen, Meadows, Taleb, Bezos). Each framework runs as a distinct sub-analysis producing concrete claims. Contradictions between analyses are surfaced explicitly. Synthesizes into a single brief: Core Argument, Key Insight, load-bearing conditions, failure modes with numeric probabilities, validation tests, recommended action with sizing, and the strongest dissent. Use when the user says "think through this", "analyze this for me", "help me decide", "think", "/think", or presents any complex decision, investment thesis, business question, or strategic problem that warrants structured multi-framework analysis.
Create and collaborate on business model canvases and strategic planning templates.
Use when comparing multiple named alternatives across several criteria, need transparent trade-off analysis, making group decisions requiring alignment, choosing between vendors/tools/strategies, stakeholders need to see decision rationale, balancing competing priorities (cost vs quality vs speed), user mentions "which option should we choose", "compare alternatives", "evaluate vendors", "trade-offs", or when decision needs to be defensible and data-driven.
Conduct SWOT analysis with TOWS matrix for strategic planning. Use this skill when the user needs to evaluate a company, product, or project by identifying strengths, weaknesses, opportunities, and threats, or wants to generate strategic options from internal and external factors. Also use when the user mentions competitive positioning, strategic assessment, or asks 'what are our advantages and risks', even without naming SWOT explicitly.
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.
OODA loop decision framework (Observe, Orient, Decide, Act). Use for complex decisions, problem-solving, unclear situations, or when someone is jumping to solutions without analysis.
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.
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
Apply Porter's Value Chain Analysis to identify competitive advantage sources within an organization's activities. Use this skill when the user needs to find where value is created or lost in their operations, analyze cost structure by activity, optimize internal processes, or identify outsourcing candidates — even if they say 'where do we make money' or 'which activities should we keep in-house'.
Analyze business cycle phases (expansion, peak, contraction, trough) and their implications for business strategy and policy response. Use this skill when the user needs to identify the current economic phase, anticipate cyclical turning points, or adapt business strategy to macroeconomic cycles — even if they say 'are we heading into a recession', 'how should we prepare for a downturn', or 'when will the economy recover'.