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Think and work like an expert Environmental Policy Analyst. Use when a task calls for Environmental Policy Analyst judgment. Reasons from statutory authority, baseline definition, and monetization boundaries through NEPA/ESA compliance, Circular A-4 RIAs, EPA SC-GHG and benefit transfer, IAM/IPCC scenario use, and APA regulatory comment while treating discount-rate dominance, weak transfer extrapolation, IAM structural uncertainty, and baseline inflation as first-class failure modes.

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Think and work like an expert Algorithms Researcher. Use when a task calls for Algorithms Researcher judgment. Reasons from separating problem, model, and cost model (comparison, word-RAM, arithmetic, online) through exchange/matroid greedy proofs, subproblem-DAG dynamic programming, max-flow min-cut and Goemans–Williamson primal-dual rounding, Karp–Rabin fingerprinting, competitive ratio and Yao's principle, PTAS/FPTAS (Williamson–Shmoys), and Instance Space Analysis over DIMACS10/MIPLIB 2017/SuiteSparse while treating amortized-versus-average-case conflation, unproven greedy killed by a 4-node counterexample, Monte Carlo without a false-match probability, DIMACS10 suite overfitting, and 'linear time' hiding word-size tricks over bit-length L as first-class failure modes.

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CEO (Chief Executive Officer) — 一家公司「最高操作员」的工艺, 与泛泛「领导力 / 管理学」不同: (a) 设定战略与凝结愿景 (Drucker 的「企业的经营理论」+ Porter 论定位 + Hamilton Helmer 的「七力」+ Andy Grove 的「战略转折点」+ Roger Martin 《Playing to Win》); (b) 资本配置是 CEO 单一最高杠杆的工作 (Buffett/Munger Berkshire 致股东信 + William Thorndike 《The Outsiders 商界局外人》论 8 位非常规 CEO + Michael Mauboussin 论 hurdle rate + Bezos 年度致股东信「invariants vs bets」+ Mark Leonard Constellation Software); (c) 组建与领导高管班子 (Patrick Lencioni 《团队的五大障碍》+ Ben Horowitz 《艰难的事》+ Reed Hastings 《No Rules Rules》人才密度 + Andy Grove HOP《高产出管理》+ Lou Gerstner IBM 转型 + Marshall Goldsmith); (d) 董事会与投资人关系 (Larcker & Tayan 《公司治理重要》+ Bill George 《True North》+ 正式 CEO-董事长 / CEO-独立董事 protocol + 维权投资人 playbook + 资本市场沟通); (e) 企业文化与价值观作为操作系统 (Netflix 文化手册 + Amazon Leadership Principles + Bridgewater 《Principles》Ray Dalio + Schein 论组织文化 + 任正非 灰度 + 张瑞敏 人单合一 + 稻盛和夫 阿米巴); (f) 高不确定下的高风险决策 (Bezos Type 1/Type 2 决策 + premortem Klein + Kahneman 论 executive bias + RAPID/DACI + base rates + 情景规划 + 反思 premortem); (g) 对内对外沟通 (创始人 / CEO 致股东信作为机构构建工具: Bezos / Buffett / Reed Hastings 备忘录 / 任正非 内部讲话 + Town Hall + 危机沟通 Tylenol/Boeing/Wells Fargo + 应对维权投资人); (h) 跨阶段规模化 (创业 0→1 / 扩张 1→100 / 成熟期掌舵 / 危机转型): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde + Lou Gerstner 转型; (i) 创始人 CEO vs 职业经理人 CEO 的差异 (Paul Graham 「Founder Mode」2024 + Brian Chesky + Reed Hastings (创始人→职业过渡) + BCG/McKinsey 的「manager mode」+ 两者各自代价 + 什么时候切换)。诚实处理: 幸存者偏差 (单个 CEO 的打法 ≠ 普适规律, 学术研究显示 CEO 个人方差约 ⅓, 约 70% 来自行业 / 时代 / 运气 / 资本结构), 创始人崇拜, 区分可复制工艺与不可移植个人魅力, 治理与利益相关者责任 (员工 / 股东 / 社会), 反对 CEO 神话与 Welch 退休金扭曲 / Theranos / WeWork / FTX / Uber-Kalanick 时代 / Musk 80h+ / 996 工时崇拜。覆盖 founder-CEO (Bezos/Hastings/黄仁勋/Chesky/Brin/任正非) 与职业 CEO (Nadella/Gerstner/Pichai/Mulally/Lafley)。不含: 泛泛管理理论 (商业书已覆盖, 本 skill 专谈 C-suite 这个具体岗位), 不含: 「领导力」作为个人成长自助 (Robbins/Tracy/Maxwell 励志体裁), 不含: 「如何创业」早期战术 — 一旦有员工 / 董事会 / 资本, CEO 的工艺才开始。 (CEO (Chief Executive Officer) — the craft of being the top operator of a company, distinct from generic 'leadership/management': (a) setting the strategy and crystallizing the vision (Drucker's 'theory of the business' + Porter on positioning + Hamilton Helmer's 7 powers + Andy Grove's strategic inflection points + Roger Martin Playing to Win); (b) capital allocation as the CEO's single highest-leverage job (Buffett/Munger Berkshire letters + William Thorndike 'The Outsiders' on 8 unconventional CEOs + Michael Mauboussin on hurdle rates + Bezos's annual shareholder letter approach to invariants vs bets + Mark Leonard Constellation Software); (c) building and leading the executive team (Patrick Lencioni 'Five Dysfunctions' + Ben Horowitz 'Hard Things About Hard Things' + Reed Hastings 'No Rules Rules' on talent density + Andy Grove HOP + Lou Gerstner IBM turnaround + Marshall Goldsmith); (d) board and investor relations (Larcker & Tayan 'Corporate Governance Matters' + Bill George 'True North' + the formal CEO-Chair / CEO-Lead Director protocols + activist investor playbooks + capital markets communication); (e) culture and values as operating system (Netflix culture deck + Amazon Leadership Principles + Bridgewater 'Principles' Ray Dalio + Schein on org culture + 任正非 Ren Zhengfei 灰度 + 张瑞敏 Zhang Ruimin 人单合一 + 稻盛和夫 阿米巴); (f) high-stakes decision-making under uncertainty (Bezos Type 1 vs Type 2 + premortem Klein + Kahneman 'Thinking Fast and Slow' for executive bias + RAPID/DACI + base rates + scenario planning + premortem); (g) internal and external communication (founder/CEO letters as institution-builders: Bezos shareholder letters / Buffett letters / Reed Hastings memos / 任正非 内部讲话 + Town Halls + crisis communication Tylenol/Boeing/Wells Fargo + activist responses); (h) cross-stage scaling (founder-CEO of 0→1 / scaling 1→100 / mature-stage stewardship / turnaround): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde mining vs steady-state + Lou Gerstner turnaround; (i) the founder-CEO vs professional-manager-CEO distinction (Paul Graham 'Founder Mod

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投行并购 (投行并购 / 交易撮合 (Investment Banking M&A / Dealmaking) — 面向并购顾问、企业融资、卖方/买方交易执行的职业认知操作系统，从业者(分析师 Analyst / 经理 Associate / 副总裁 VP / 董事 Director / 董事总经理 MD / 内部公司发展 Corp Dev / PE 投资人)、想入行者、以及服务这行(法律/会计/估值/咨询)的视角。覆盖: (a) 第一性张力 — 投行 M&A 的核心世界观分歧: **价格 vs 价值 (price 是市场愿意付的, value 是内在的, deal 在两者缝隙里成交) ⇄ 确定性 vs 最高价 (certainty of close 对卖方常胜过纸面最高报价) ⇄ 顾问/中介 vs 委托代理 (banker 是 agent, 客户利益 vs 成交费的激励冲突真实存在, 「banker 总想成交」是行业原罪批判)**; 更深层 — 「过程/竞价纪律 (controlled auction 制造竞争张力、信息不对称管理) ⇄ 关系/信任 (relationship banking、长期 coverage、reputational capital)」, 「叙事/包装 (the story, equity story, positioning) ⇄ 数字/尽调 (the numbers, diligence, quality of earnings)」, 「估值的科学外衣 (DCF/comps 的伪精确) ⇄ 谈判的真实定价 (价格由 leverage、竞争、时机决定)」; (b) 估值与分析正典 (最标准化、最易蒸出高质量+CLI 化) — DCF (折现现金流: FCF 预测/WACC 折现率/terminal value 终值/Gordon growth vs exit multiple), Comparable Companies (可比公司/trading comps: EV/EBITDA, EV/Revenue, P/E), Precedent Transactions (先例交易/deal comps: control premium 控制权溢价), LBO (杠杆收购模型: IRR/MOIC/debt schedule/sources & uses), Accretion/Dilution (增厚/摊薄分析: EPS 影响、pro forma), Sum-of-the-Parts (分部估值/SOTP), Football Field (估值区间图), Merger Model (合并模型: synergies 协同/purchase accounting/goodwill), Sensitivity/scenario; (c) 交易流程与产出物 — 卖方流程 (sell-side: teaser 简介 → NDA → CIM/IM 信息备忘录 → management presentation → IOI 意向函 → data room 数据室 → LOI/term sheet → confirmatory diligence → SPA 买卖协议 → signing → closing), 买方流程 (buy-side: thesis/sourcing → outreach → valuation → bid → exclusivity → diligence → financing → close), auction 类型 (broad/targeted/negotiated/preemptive bid); 产出物: pitchbook 推介材料、CIM、fairness opinion 公平意见、board presentation、fee letter、engagement letter; (d) 交易结构与条款 — consideration (cash/stock/mix/earnout 对赌)、deal protections (breakup fee 分手费/go-shop/no-shop/MAC 重大不利变化条款)、representations & warranties 陈述与保证、escrow 托管、working capital adjustment 营运资金调整、reverse termination fee、collar 价格区间、tender offer vs merger、hostile vs friendly、defensive tactics (poison pill 毒丸/white knight 白衣骑士/staggered board); (e) 行业结构与角色 — bulge bracket (高盛/摩根士丹利/JPM/BofA/花旗) vs elite boutique (Centerview/Evercore/Moelis/Lazard/PJT/Perella) vs middle market (Houlihan Lokey/William Blair/Harris Williams) vs regional/independent; analyst→associate→VP→director→MD 晋升金字塔; coverage (行业组) vs product (M&A/ECM/DCM/leveraged finance/restructuring); sponsors group (服务 PE); 买方包括 PE/strategic acquirer/corp dev; (f) 量化指标与节奏 — deal fee (success fee 业内通常约 1-2% 视规模递减/retainer/Lehman formula)、league table 排行榜、pitch→mandate 转化、deal velocity、hours culture (analyst 80-100h/week 文化批判)、bonus/comp 结构、deal sheet (简历上的成交清单); (g) 争议/批判 — fairness opinion 是否橡皮图章 (利益冲突: 出意见的 banker 也收成交费)、estimate 的伪精确 (DCF garbage in garbage out、假设驱动结论)、banker 永远建议成交 (deal 偏见、empire building 助推 CEO 自利并购)、协同效应系统性高估 (大量并购毁灭价值、winner's curse 赢家诅咒)、analyst 血汗工厂文化 (2021 高盛 13 人 deck 事件、过劳死争议)、advisory 价值 vs 中介寻租之争、bulge vs boutique 的利益独立性叙事 (boutique 标榜「无承销利益冲突」)、SPAC 泡沫与 de-SPAC 教训; (h) 流派/思想谱系 — 估值学派 (Aswath Damodaran 估值教父/纽大、Tim Koller McKinsey《Valuation》、McKinsey valuation 体系) vs 公司金融教科书派 (Rosenbaum & Pearl《Investment Banking》行业圣经、Brealey Myers Allen、CFI/WSP/BIWS 培训体系) vs 交易实战派 (Bruce Wasserstein《Big Deal》、Joseph Perella/Felix Rohatyn 老派 dealmaker、现代 boutique 创始人) vs 行为/批判派 (并购毁灭价值的学术证据、Damodaran 对协同/控制权溢价的批判、Matt Levine《Money Stuff》解构华尔街逻辑) vs PE/buy-side 视角 (LBO 数学、value creation 杠杆/运营/multiple expansion)。不含: 二级市场股票交易/卖方研究 (equity research)、零售财富管理/private banking、纯 ECM/IPO 承销执行 (虽相关但聚焦 M&A advisory)、纯 PE 投后运营、量化交易/对冲基金策略、纯公司财务报表会计。) Master OS — automated mastery of 投行并购 / 交易撮合 (Investment Banking M&A / Dealmaking) — 面向并购顾问、企业融资、卖方/买方交易执行的职业认知操作系统，从业者(分析师 Analyst / 经理 Associate / 副总裁 VP / 董事 Director / 董事总经理 MD / 内部公司发展 Corp Dev / PE 投资人)、想入行者、以及服务这行(法律/会计/估值/咨询)的视角。覆盖: (a) 第一性张力 — 投行 M&A 的核心世界观分歧: **价格 vs 价值 (price 是市场愿意付的, value 是内在的, deal 在两者缝隙里成交) ⇄ 确定性 vs 最高价 (certainty of close 对卖方常胜过纸面最高报价) ⇄ 顾问/中介 vs 委托代理 (banker 是 agent, 客户利益 vs 成交费的激励冲突真实存在, 「banker 总想成交」是行业原罪批判)**; 更深层 — 「过程/竞价纪律 (controlled auction 制造竞争张力、信息不对称管理) ⇄ 关系/信任 (rela

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Identity, authentication, authorization, and token management for cloud platforms. Covers Keystone-style scoped tokens, OAuth 2.0 flows, OpenID Connect, JWT structure and pitfalls, federation with SAML/OIDC, service-to-service auth with mTLS and SPIFFE, principle of least privilege, IAM role design, and the service catalog pattern (public/internal/admin endpoints). Use when designing authn/authz for a multi-tenant cloud service, integrating with an identity provider, or reviewing IAM policies for over-privilege.

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Uses boto3 and the AWS IAM Access Analyzer API to enumerate all roles, policies, and users, then flags permission combinations that could allow privilege escalation to AdministratorAccess. Outputs findings mapped to MITRE ATT&CK TA0004 with remediation steps and least-privilege replacement policy JSON.

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Use Cloudsplaining when an agent needs to flag privilege-escalation paths and overbroad IAM permissions before an AWS policy change reaches production.

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Pin a measurable, outcome-based Definition of Done for a diamond — a behaviour-change that creates value, not a build-list. Problem-first Socratic sequence; writes definition_of_done to the diamond at birth or retrofits it when missing.

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Record a diamond's next decision (set_target; start_experiment and commit_to_build; release; close; an L0's state_purpose or review). Runs the theory gates each decision needs, validates evidence, and at close runs the executable Definition of Done checklist.

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Use to evaluate the current state of a diamond. Checks theory gates, confidence levels, and recommends next action.

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VictoriaMetrics provider for obz. Covers all 6 metric commands (query, list, info, labels, label-values, series) using MetricsQL, a PromQL superset with extensions like keep_metric_names and range_normalize. This skill should be used when the user mentions "VictoriaMetrics", "MetricsQL", "obz metric -p vm", or needs to query metrics from a VM backend.

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"Apply Porter's Diamond Model to analyze national competitive advantage for a specific industry. Use this skill when the user needs to evaluate why certain nations dominate particular industries, assess a country's attractiveness for industry investment, or diagnose gaps in national competitiveness using the four determinants plus government and chance.".

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Exploit Server-Side Request Forgery (SSRF) vulnerabilities in applications hosted on AWS to access the highly sensitive Instance Metadata Service (IMDS). This allows an attacker to steal valid IAM roles and temporary security credentials, leading to catastrophic cloud account compromise.

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Exploit Server-Side Request Forgery (SSRF) vulnerabilities in applications hosted on AWS EC2 instances to extract IAM credentials and User Data from the Instance Metadata Service (IMDS). This skill covers techniques for bypassing basic filters to access IMDSv1 and concepts of IMDSv2.

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Exploit Server-Side Request Forgery (SSRF) vulnerabilities on Amazon Web Services (AWS) EC2 instances to access the highly sensitive Instance Metadata Service (IMDS). Circumvent basic protections and extract temporary IAM access keys, escalating privileges comprehensively across the AWS Cloud environment.

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Penetration test AWS cloud environments for misconfigurations, privilege escalation, data exposure, and lateral movement. Use this skill when assessing AWS accounts for security weaknesses including S3 bucket misconfigurations, IAM policy flaws, EC2 metadata exploitation, Lambda function abuse, and cross-account attack paths. Covers both external and authenticated AWS pentesting.

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Review what Prisma Next migrations will run on merge or deploy, render the migration graph, resolve concurrent / diamond-convergence conflicts, and configure environment refs for CI. Use for "what migrations are going to run", "what runs on deploy", merge conflict, diamond convergence, concurrent migrations, migration status, ref management, staging, production, MIGRATION.DIVERGED, MIGRATION.NO_MARKER, MIGRATION.MARKER_NOT_IN_HISTORY, prisma migrate status, prisma migrate diff, prisma migrate resolve.

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Configure single-project Google Cloud Logging: regional log buckets, log sinks, log views, restricting or hiding sensitive logs in the default view (_Default) filter, IAM permissions for views (Logs View Accessor, IAM conditions), logs-based metrics, log exclusions, and sampling. Don't use for cross-project logging or multi-project setups.

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Especialista em Langfuse - plataforma de observabilidade LLM de código aberto. Cobre rastreamento, gerenciamento de prompts, avaliação, datasets e integração com LangChain, LlamaIndex e OpenAI. Essencial para depuração, monitoramento e melhoria de aplicações LLM em produção. Use quando: langfuse, observabilidade llm, rastreamento llm, gerenciamento de prompts, avaliação llm.

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Deploy cloud-native deception across AWS, Azure, and GCP using decoy (honey) resources whose only purpose is to generate a high-fidelity alert the instant an attacker touches them: canary IAM access keys, permission-less decoy users/roles/service principals, honey object-storage buckets, and decoy secrets in Secrets Manager / Key Vault / Secret Manager. Wires detection through CloudTrail + EventBridge, Azure Sentinel honeytoken watchlists + Defender, and GCP Cloud Audit Logs, so any use of a decoy is routed to the SOC with near-zero false positives. Use when protecting cloud accounts and data stores, when an org has only on-prem honeypots and needs cloud coverage, when seeding fake AWS keys to catch credential theft and code-leak exposure, or when detecting cloud reconnaissance and lateral movement. Keywords: cloud deception, canary token AWS, honey S3 bucket, decoy IAM credentials, CloudTrail alert, GuardDuty, Sentinel honeytoken, decoy secret, honey service account, cloud honeypot, breach detection.

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Performing comprehensive security assessments of Google Cloud Platform environments using Forseti Security, Security Command Center, and gcloud CLI to audit IAM policies, firewall rules, storage permissions, and compliance against CIS GCP Foundations Benchmark.

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Hunt for threats in AWS environments using Detective behavior graphs, entity investigation timelines, GuardDuty Bul:ing correlation, and automated entity profiling across IAM users, EC2 instances, and IP addresses.

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Performing authorized AWS penetration testing using Pacu, the open-source AWS exploitation framework, to enumerate IAM configurations, discover privilege escalation paths, test credential harvesting, and validate security controls through systematic attack simulation.

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Perform GCP security testing using GCPBucketBrute for storage bucket enumeration, gcloud IAM privilege escalation path analysis, and service account permission auditing

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