Results for “raise”

亚马逊管理之道 (亚马逊管理之道 (The Amazon Way — Amazon 自身的领导力与运营操作系统) — 这个 master skill 蒸馏的不是『在亚马逊平台上开店卖货』(那是跨境电商运营,已由 cross-border-ecommerce 另蒸),也不是 AWS 云技术架构;而是亚马逊这家公司『怎么运营自己、怎么做决策、怎么招人、怎么创新、怎么规划』的一整套可迁移的管理机制(mechanisms)与心智操作系统。面向想在自己团队/公司引入亚马逊式机制的创始人/CEO/高管/运营负责人(COO)、产品经理与技术产品经理(PM/PMT)、组织与流程设计者(chief of staff / ops)、以及在亚马逊工作或准备面试亚马逊(著名的 LP 行为面试 + Bar Raiser)的人。覆盖: (a) 第一性张力 — 亚马逊 OS 的核心世界观分歧: **机制 > 良好意图(Good intentions don't work, mechanisms do:问题不能靠『下次更努力』修复,要装一个带检查闭环的自我强化流程) ⇄ 可控输入指标 vs 滞后输出指标(管你能控制的 input 如选品/价格/在库/配送速度,而非 revenue/股价这类滞后又不可控的 output) ⇄ 长期主义 vs 季度业绩(Day 1、willing to be misunderstood、用现金流+飞轮长期投入,宁可牺牲短期利润) ⇄ 客户执念 vs 竞争对手执念(working backwards 从客户倒推,而非从竞品或『我们能造什么』正推) ⇄ 叙事备忘录 vs PPT(6-pager + 开会前静默阅读、动手前先写 PR/FAQ;写作逼出清晰思考,禁 PowerPoint) ⇄ 单线程负责人/两个披萨团队 vs 协调税(separable、autonomous、one owner per initiative,砍掉跨团队依赖) ⇄ 高标准可学习可传递 vs 与生俱来(insist on the highest standards + Bar Raiser 招聘门,标准是 domain-specific 且能教的) ⇄ 节俭催生创造力 vs 血汗文化(frugality/约束驱动发明 —— 但 frugality + 高压 bar + URA 强制淘汰 = 文化阴暗面批判) ⇄ 两类决策(Type 1 不可逆/单向门 慎重 vs Type 2 可逆/双向门 高判断力个人快速决策,别用重流程拖慢))**; (b) 核心机制(mechanisms,本行的『工具栈』其实是一套运营机制而非软件) — Leadership Principles(14 条→2021 增至 16 条,是一套运营语言和决策仲裁器)、Working Backwards(从客户倒推:动手前先写新闻稿+常见问答 PR/FAQ)、叙事备忘录(6-pager narrative / 1-pager + silent reading 静默阅读、禁 PPT)、Weekly Business Review(WBR + metrics deck 指标看板)、input/output metrics(可控输入指标体系、DMAIC 式指标选择)、年度规划(OP1/OP2 + S-Team goals)、Bar Raiser(招聘机制,独立于用人经理的抬杠者拥有一票否决)、Two-Pizza Team / Single-Threaded Leader STL / separable teams、Correction of Errors(COE 事故复盘 + 5 Whys 五问法)、Andon Cord(安灯绳,借自丰田,一线可拉停)、Flywheel(飞轮:低价→更多客户→更多卖家→更多选品→更低成本结构→更低价)、Type 1/Type 2(单向门/双向门决策分级)、Regret Minimization Framework(遗憾最小化,贝索斯创业决策法); (c) 心智模型层 — customer obsession(客户执念是所有 LP 之首)、long-term thinking / Day 1(第二天就是停滞衰亡)、invent and simplify、ownership(主人翁,不说 that's not my job)、bias for action(可逆决策就快,speed matters)、disagree and commit(充分反对后即便不同意也全力执行)、frugality、dive deep(深入细节、不靠代理指标脱离一线)、think big、are right a lot(用强判断力和证伪自己的能力多做对的判断)、earn trust、deliver results; (d) 工作流/SOP — 用亚马逊方式发起一个新产品/业务(先写 PR/FAQ→评审→倒推着造)、如何跑一场 WBR、如何写和评审一份 6-pager(叙事流程 + 静默阅读)、Bar Raiser 招聘 loop、年度规划(OP1/OP2→S-Team goals→输入指标追踪)、事故后的 Correction of Errors; (e) 知识正典(en-primary,极其丰富且可取一手) — 贝索斯致股东信 1997-2021(1997 首封是奠基文本,每年附在信末;Day 1、遗憾最小化、long term)、《Working Backwards》Colin Bryar & Bill Carr(2021,运营机制圣经)、《The Everything Store》Brad Stone(2013,公司史)、《Amazon Unbound》Brad Stone(2021,权力与阴暗面续作)、《Invent and Wander》贝索斯文集(2020)、《The Amazon Way》/《Think Like Amazon》John Rossman(前亚马逊高管)、Amazon 官方 Leadership Principles 页(amazon.jobs,一手)、HBR『The Institutional Yes』(2007 贝索斯访谈); (f) 行业大佬/figures — Jeff Bezos(创始人,源头教义)、Andy Jassy(现任 CEO,OS 超越创始人的证据 + AWS 缔造者)、Colin Bryar(前贝索斯影子/TPM,《Working Backwards》作者)、Bill Carr(前数字媒体 VP,《Working Backwards》作者)、Jeff Wilke(前全球消费者 CEO,运营架构师)、John Rossman(前亚马逊、机制布道者/顾问)、Brad Stone(记者/编年史作者,批判性外部视角); (g) 争议/批判(必须保留,不能洗白) — 文化阴暗面(NYT 2015『Inside Amazon: Wrestling Big Ideas in a Bruising Workplace』揭露高压职场)、仓储与一线劳工争议、URA(unregretted attrition 强制淘汰)与 stack-ranking 的残酷、frugality + 高 bar = 燃尽(burnout);机制能否迁出亚马逊(cargo-culting:在初创或非科技公司照搬 PR/FAQ/输入指标/Bar Raiser 常失败);是贝索斯个人天才(personality)还是制度化机制(institution)—— OS 在贝索斯卸任后于 Jassy 治下延续,是机制派的证据; (h) 流派/思想谱系 — **信徒/机制布道派(Bryar & Carr《Working Backwards》+ 前亚马逊 operator 顾问圈,信 mechanisms 可移植、任何公司可安装)** vs **批判派(Brad Stone《Amazon Unbound》+ NYT + 劳工视角,认为 OS 与高淘汰的残酷机器不可分割,不该被浪漫化)** vs **情境/规模怀疑派(机制之所以有效是因为亚马逊特定的规模/现金流/创始人权力,照搬到小公司=cargo cult)** vs **创始人中心 vs 制度中心之争(是贝索斯个人 vs 可传承的机制)**。不含: 在亚马逊开店卖货/选品/PPC/FBA 的卖家运营(=cross-border-ecommerce)、AWS 云技术架构与运维、通用 MBA 管理理论泛泛而谈、把普通商业常识包装成『亚马逊独家秘诀』。) Master OS — automated mastery of 亚马逊管理之道 (The Amazon Way — Amazon 自身的领导力与运营操作系统) — 这个 master skill 蒸馏的不是『在亚马逊平台上开店卖货』(那是跨境电商运营,已由 cross-border-ecommerce 另蒸),也不是 AWS 云技术架构;而是亚马逊这家公司『怎么运营自己、怎么做决策、怎么招人、怎么创新、怎么规划』的一整套可迁移的管理机制(mechanisms)与心智操作系统。面向想在自己团队/公司引入亚马逊式机制的创始人/CEO/高管/运营负责人(COO)、产品经理与技术产品经理(PM/PMT)、组织与流程设计者(chief of staff / ops)、以及在亚马逊工作或准备面试亚马逊(著名的 LP 行为面试 + Bar Raiser)的人。覆盖: (a) 第一性张力 — 亚马逊 OS 的核心世界观分歧: **机制 >

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Produces a copy-ready sentence about a company's funding round, and the list-building filters that select companies which have ever raised or raised recently. Triggers on "raised a round", "recently funded", "companies that raised", "Series A list", "VC backed", "post funding outreach", "who just raised". Outputs funding_line, a COMPLETE sentence including the leading "Saw" and the trailing period, so an empty value renders as nothing at all.

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Build and deliver a raise request that actually works — the evidence, the number, the timing, and the exact words — instead of hoping it gets noticed. Use when asked how do I ask for a raise, I deserve more money, prepare me to ask for a raise, or negotiate a pay increase at my job. Produces a value case built on your actual contributions and market rate, a specific target number with justification, the right timing and person, a script for the conversation, and responses to the likely pushbacks — turning 'I want more' into a business case your manager can say yes to.

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- Фандрайз по методике Гонки: упаковать НАШ рейз/анонс/заголовок по каталогу приёмов Gonka/Либерманов (журналистское досье, anton голосом 26.08.2026)… Триггеры: “/gonka-fundraise“, “/gonka“, “гонка фандрайз“, “фандрайз по типу гонки“, “упакуй рейз“, “упакуй раунд“, “как подать сумму“, “заголовок про деньги“, “проверь их фандрайз“, “пирамида или продукт“, “package the raise“, “fundraise like gonka“

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- СОРСИНГ ПОД РЕЙЗ в два трека: инвесторы из нашего VC-графа (leads.db) и покупатели-пилоты, найденные ПО СИМПТОМУ в интернете (GitHub issues, Hacker News, X, наши же репозитории, клуб СОСТАВ). Триггеры: “/raise-sourcing“, “/sourcing“, “собери список инвесторов“, “кому питчить“, “найди покупателей“, “добери лидов под рейз“, “кого звать в пилот“, “обнови стол сорсинга“, “raise sourcing“

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- КАК ДЕЛАЕТСЯ ФАНДРЕЙЗИНГ - общий плейбук рейза по этапам 0-7 (подготовка и активы -> нарратив -> структура сделки -> пайплайн и momentum -> заголовки -> медиа… Триггеры: “/fundraise“, “/фандрейз“, “фандрейзинг“, “как делается фандрейзинг“, “подними раунд“, “подготовь рейз“, “питч инвестору“, “раунд как собрать“, “проверь их раунд“, “due diligence раунда“, “fundraising playbook“, “prep the raise“

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Research community and social discussions from the last 30 days. Create a reusable Markdown briefing covering recent changes, praise, criticism, and recurring signals, with citations and clear limits on which sources were checked.

• Scanning trends discussed over the last 30 days
• Reviewing community reactions to a product launch
• Organizing recent praise and criticism

Prepare and privately submit feedback to the Muse team after user approval. It covers missing connections, feature requests, recurring failures, and praise, and helps users view or withdraw reports they have already filed.

• Request a connection to an unsupported service
• Report a recurring failure
• View or withdraw previous feedback

Plan pricing for APIs, SaaS, and developer tools using customer value and service costs. Compare pricing models, define free tier limits, structure enterprise offers, and assess when and how to raise prices.

• Compare seat, usage, outcome, and hybrid pricing
• Set boundaries between free and paid plans
• Prepare enterprise pricing discussions and options

Build an investor fundraising presentation as a single PowerPoint file. The skill adapts the narrative, metrics, charts, and funding request to the company’s financing stage and business sector, with checks for numerical clarity and slide quality.

• Preparing a seed fundraising presentation
• Explaining growth metrics for a Series B round
• Presenting technical milestones for a deep tech raise

Prepare honest refusals and feedback by separating facts from personal preferences. Review gaps between what you think and say, make praise specific, and direct criticism toward actions or practices while respecting privacy and confidentiality.

• Giving a colleague feedback focused on their actions
• Declining a request without inventing an excuse
• Making praise specific and concrete

Extract lessons from corrections, praise, and unexpected cases in conversations. Organize findings by confidence level and propose updates to individual agent histories or shared team decisions, with changes shown for approval before saving.

• Capture lessons after correcting an agent
• Record successful output formats
• Consolidate lessons at the end of a session

Raises capital and manages the relationship afterward — deciding how much and why, understanding what dilution and preferences actually cost, running a process with real competitive tension, preparing for diligence before it starts, and reporting to investors and a board in a way that keeps support when results are bad. Use this to plan a raise, evaluate a term sheet beyond the valuation, prepare a data room, or fix reporting that is producing surprises.

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Check whether a raise, more hours, or a new job could cost you more in lost benefits than you gain — the 'benefits cliff' — before you accept it. Use when asked will a raise hurt my benefits, benefits cliff, if I make more will I lose my food stamps or medicaid, or should I take more hours. Produces a plain map of which benefits phase out at what income (and which cut off suddenly vs. taper), a rough read on whether a specific income change helps or hurts net, the ones with hard cliffs to watch (childcare, Medicaid, housing), the moves that soften a cliff, and where to get a real benefits screening. Not financial/benefits advice; points to a benefits counselor.

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When you want multiple expert perspectives on a founder/operator question — a simulated board of advisors (Jason Fried, Elon Musk, Jeff Bezos, Jensen Huang, Bob Iger, Paul Graham, Naval Ravikant, Sara Blakely). Bring a real decision — "should I raise prices?", "hire my first employee?", "raise or bootstrap?", "kill this project?" — and the council weighs in through documented frameworks, surfaces disagreements, and synthesizes a recommendation. Also use for 'maker council,' 'board of advisors,' 'what would Bezos do,' 'what would Jason Fried say,' 'channel Naval,' 'ask the council,' or how a famous founder would approach a problem. Optional live-research pass via deep-research / watch-video / last30days. Marketing questions go to marketing-skills' marketing-council. Archives to ~/.config/makerskills/maker-council/archive/. To commit to a direction, hand off to decide.

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Simulate a panel of your real prospects and buyers to pressure-test sales and marketing before it goes out — cold emails, pitch decks, landing pages, pricing pages, demo scripts, proposals. Each simulated prospect reacts in character, raises the objection they'd actually raise, and tells you whether they'd reply, book, or ghost. Use to de-risk outbound and messaging without burning real leads.

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ニュースヘッドラインを入力として18ヶ月シナリオを分析するスキル。 scenario-analystエージェントで主分析を実行し、 strategy-reviewerエージェントでセカンドオピニオンを取得。 1次・2次・3次影響、推奨銘柄、レビューを含む包括的レポートを日本語で生成。 使用例: /scenario-analyzer "Fed raises rates by 50bp" トリガー: ニュース分析、シナリオ分析、18ヶ月展望、中長期投資戦略

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Don't die. Runway calculation, default alive vs. default dead, when to raise vs. cut, zero-based budgeting for startups. The math that keeps companies alive long enough to win. Burn rate is not just accounting - it's strategic leverage. Companies with runway have options. Companies without runway have desperation. Use when "burn rate, runway, default alive, default dead, how much money, when to raise, cutting costs, layoffs, cash management, should we hire, running out of money, bridge round, extend runway, ramen profitable, finance, runway, cash, burn, survival, fundraising, startup" mentioned.

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Prepare fundraising financial materials — investor model, data room financial docs, cap table, and use-of-funds narrative. Use when asked to "prepare for Series A", "build our investor model", or "what financials do investors want".

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Mindset theory, implicit theories of intelligence, and motivation research applied to learning. Covers fixed vs. growth mindset, the difference between process praise and ability praise, the "not yet" intervention, attribution patterns after failure, mindset critiques and the replication record, and the integration of mindset work with self-determination theory (autonomy, competence, relatedness). Use when a learner is stuck on motivation, disengaging after failure, or when a curriculum's feedback language is undermining persistence.

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Detect, triage, de-duplicate, and raise compiler bug reports when an agent encounters a likely compiler defect during implementation, review, testing, or issue work. Use when a task surfaces an ICE, panic, wrong accept/reject behavior, miscompile, lowering/emission bug, diagnostic bug, formatter/LSP/frontend drift, or other likely compiler/tooling defect; pause current work, minimize the repro, decide whether the bug blocks the task or has a valid workaround, check whether it is already reported, and then use create-github-issue to raise the bug.

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Appraise gemstone value using the four Cs (color, clarity, cut, carat), origin assessment, treatment detection, and market factor analysis. Advisory educational guidance only — not a certified appraisal. Use when understanding factors that determine a gemstone's value, pre-screening stones before a professional appraisal, evaluating whether a seller's asking price is reasonable, learning gemstone grading methodology, or understanding how treatment status affects value.

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Dry-run Trust Magnitude for proposed named skills or suites before curation. Use when deciding whether a proposed suite deserves A/S treatment, when checking Fusion Score structural inputs, when comparing repo stars vs suite component counts, or when asked to appraise a candidate before adding it to the registry.

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Use when a task needs the judgment of an Auto Damage Insurance Appraiser — writing a repair estimate from photos or an in-person inspection, deciding repair vs. total loss against a state total-loss formula, evaluating a body shop's supplement request for hidden damage, determining actual cash value (ACV) for a totaled vehicle, or reconciling an OEM-vs-aftermarket-parts dispute.

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