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Designs interfaces that survive their consumers — resource modeling, errors, versioning, pagination, and compatibility. Use this to design a new API, review one before it ships, decide how to version or deprecate, fix an interface consumers keep misusing, or work out whether a change is breaking.

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Verifies that work is actually complete before it is claimed to be — running the checks, reading the output, and confirming the original request was satisfied rather than approximated. Use this before saying something is done, fixed, or passing; before committing or opening a pull request; and whenever a claim of success has not been backed by command output.

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Turns rough intent or a weak prompt into a reliable one — diagnosing why output is inconsistent, restructuring the instruction, and adapting it across models. Use this when a prompt is not producing what was wanted, when output varies run to run, when writing a prompt for a repeated task, when moving a prompt between models, or when someone describes what they want an AI to do and needs it written properly.

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Writes and revises agent skills so they trigger at the right moments and give usable instruction when they do. Use this when creating a new skill, editing an existing one, diagnosing a skill that fires too often or never fires, or reviewing a set of skills for overlap. Also use before adding to a skill library, to check the capability is not already covered.

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Designs system structure and makes architectural decisions defensible — boundaries, coupling, trade-offs, and recording why. Use this to design a new system or major component, choose between architectural options, review an existing design, decide where a boundary belongs, or document an architectural decision so it survives the people who made it.

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Finds the root cause of a bug, test failure, or unexpected behavior before proposing any fix. Use this whenever something is broken and the cause is not yet proven — a failing test, a production error, intermittent behavior, or a symptom that appeared after a change. Also use when a fix has been attempted and did not work, or when the same bug keeps coming back.

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Owns the revenue engine end to end: sales, monetization, pricing, customer success, retention, and partnerships. Use this for pricing and packaging decisions, sales strategy and coverage, forecast and pipeline health, churn and expansion, partner and channel strategy, or when marketing-sourced demand is not converting. Also use to decide which segments to pursue and which to decline.

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Writes down what is being built so a team can build it and know when they are done — problem and success measure before solution, scope stated by exclusion, user-visible behavior including the states everyone forgets, acceptance criteria someone can test, and the open questions named rather than buried. Use this to write a specification, review one that is causing rework, or work out why a delivered feature technically matched the request and still was not what anyone wanted.

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Negotiates a commercial deal without giving away the terms that matter — preparing your walk-away and theirs, trading concessions rather than conceding them, recognizing the tactics that create false urgency, protecting price by moving other variables, and closing on terms someone can actually deliver. Use this to prepare for a negotiation, respond to a demand mid-deal, work out why discounts keep landing at quarter end, or review terms before they are signed.

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Finds out whether a problem is real and a solution would work, before building it — recruiting the right people, interviewing without leading them, separating what users say from what they do, naming the riskiest assumption and testing that one first, and reaching a decision rather than a summary. Use this to validate a problem, test an idea cheaply, decide whether to build something, or fix a discovery process that keeps confirming what the team already believed.

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Owns the organization itself: org design, hiring, performance, compensation, development, culture, and employee relations. Use this to design or restructure a team, plan hiring, write a role or leveling definition, handle a performance or compensation question, diagnose why a team is underperforming for non-technical reasons, or assess the people risk in a plan. Also use for onboarding design and retention of key staff.

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Plans and drives cross-functional programs to delivery — scope, sequencing, dependencies, status, risk, and the escalations that keep work moving. Use this to run a multi-team initiative, recover a program that is slipping, build a delivery plan with dependencies, structure status reporting, or diagnose why cross-team work keeps missing dates.

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Ensures projects deliver the value they were approved on — defining measurable benefits, baselining, tracking after delivery, and honest post-implementation review. Use this to define benefits for a business case, set a baseline, track whether value actually landed, or run a post-implementation review that produces something useful.

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Builds and interrogates a project schedule — logic-driven sequencing, dependency types and lags, float and the critical path, resource loading and leveling, schedule risk analysis, and measuring progress against a baseline rather than against optimism. Use this to construct a schedule, audit one you have inherited, find out why a plan keeps slipping, work out what a date change actually costs, or judge whether a reported percentage complete means anything.

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Designs how an organization is structured — reporting lines, team boundaries, spans and layers, role definition, and workforce planning against the strategy. Use this to structure a new team, restructure an existing one, resolve unclear ownership between teams, plan headcount, or diagnose why a team underperforms for structural rather than individual reasons.

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Plans the shape and size of the workforce — demand for roles, build-versus-buy, attrition, and sequencing hiring against budget. Use this to build a hiring plan, decide which roles to open and in what order, model attrition and backfill, plan for a growth or contraction scenario, or connect headcount plans to the budget.

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Gets new users from signup to first real value — signup flow, onboarding, time-to-value, and the early experience that determines whether someone becomes a user or a lapsed account. Use this to design or fix signup and onboarding, diagnose why signups do not convert to active use, reduce time-to-value, or decide what a new user must accomplish first.

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Designs slide decks and one-pagers that carry an argument rather than decorate one — deck structure, headlines that state the takeaway, charts that make a single point, and the different rules board decks and conference talks follow. Use this to build or fix a pitch deck, board deck, or conference talk, to design a one-pager, or when a deck is dense, unfocused, or being read aloud from the slides. For social graphics, carousels and infographics, use `marketing:visual-content` instead.

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Owns what gets built and why: product strategy, roadmap, discovery, user experience, and the definition of success for each release. Use this to decide what to build next, to cut scope, to turn a business goal into a product bet, to judge whether a feature is worth its cost, or when engineering and go-to-market disagree about what a release is for. Also use for roadmap sequencing and for killing work that is not earning its place.

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Upgrades an existing interface to a higher standard without rebuilding it — auditing what is there, identifying what reads as generic or unfinished, and sequencing changes by impact. Use this when a product works but looks dated or default, when a redesign is being considered, when deciding whether to restyle or rebuild, or when a screen needs to look substantially better with limited effort.

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Raises the visual and interaction quality of an interface — layout, hierarchy, type, spacing, density, and the details that separate a considered product from a generic one. Use this when a screen works but looks unfinished or default, when a layout feels crowded or arbitrary, when a page has no clear focal point, or when an interface needs to feel trustworthy rather than merely functional.

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Applies a deliberate visual direction to an interface — minimalist editorial, industrial utilitarian, or high-polish commercial — each with its own type scale, palette behavior, surface treatment, and motion. Use this when a product needs a point of view rather than defaults, when choosing between visual directions, when an interface reads as generic, or when restyling something without changing its structure.

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Produces a cost or effort estimate someone can defend — decomposing the work, choosing between analogous, parametric and bottom-up methods, documenting the basis and its assumptions, expressing confidence as a range, and sizing contingency and management reserve separately. Use this to build an estimate, challenge one you have been handed, work out why estimates keep coming in low, or decide how much reserve a portfolio actually needs.

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Manages delivery risk and cross-team dependencies — identifying, sizing, mitigating and escalating what could stop the work. Use this to build a risk register that gets used, manage dependencies between teams, decide what to escalate and when, or work out why the same risks keep materializing unmanaged.

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