Runs content as an operation — the production pipeline, editorial calendar, repurposing engine, competitive content intelligence, and audits of what already exists. Use this to build or fix a content production system, plan a calendar, decide how one piece becomes many, rank content ideas by expected impact, or audit an existing library for what to update, consolidate, or retire. For deciding what territory to own and why, use `content-strategy` first.
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content-strategy decides what to make and why. This runs the machine that makes it.
Content programs fail on throughput, not ideas. Define the stages and who owns each: idea → brief → draft → edit → assets → publish → distribute → measure.
The two stages that jam are brief and distribution. A piece that reaches a writer without a brief gets rewritten twice. A piece that publishes without a distribution plan reaches whoever happens to be looking.
Work in progress is the enemy. Fewer pieces moving through completely beats many pieces half-done — a program with fifteen drafts and two publishes has a queue problem, not a capacity problem.
Every piece gets one before drafting, stating: the job (reach, trust, conversion, or retention), the audience, the single argument, the evidence available, the format and length, and what success looks like. Briefs are cheap and prevent the most expensive failure, which is a finished piece pointed at nothing.
Build against capacity at your worst week, not your best. Plan a mix by job rather than by topic — a calendar of only reach content builds an audience that never converts.
Leave deliberate gaps. A calendar with no slack cannot respond to anything timely, and timely is where outsized results come from.
Plan derivatives at brief time, not after publishing. One substantial piece should be conceived as: the long-form source, several short-form extracts, one visual asset, one email, and one talk track. Segments intended to stand alone get written to stand alone.
Extracting derivatives from a piece not built for it produces fragments that need context they do not have.
Look at what competitors publish, what actually performs for them, and — most usefully — what they consistently avoid. Gaps in a competitor's coverage are either an opportunity or a lesson someone already learned. Work out which before committing.
Track their publishing cadence and format mix. A competitor who abandoned a format probably found it did not work.
Score on reach potential, strategic fit, evidence available, and effort. Force a stack rank rather than tiers. Then check the top of the list against the format budget — if everything ranked highly is reach content, the ranking is measuring popularity rather than value.
Once an idea is picked, expand it before drafting. An idea is a title; a piece needs an argument.
Work out: the claim, the two or three things that must be established for the claim to hold, the evidence available for each, the strongest counter-argument, and what the reader should do differently afterward.
If the counter-argument cannot be answered, that is the more interesting piece — write that one instead.
Only then choose the format. Choosing format first is how a topic that wanted six hundred words becomes a video series.
Inventory everything with its traffic, conversions, and last-updated date, then sort into four piles: update (performing, stale), consolidate (several thin pieces on one topic), promote (good, undistributed — usually the largest and most neglected pile), and retire (no traffic, no links, no strategic value).
Most libraries have more value in the promote pile than in anything unwritten.
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概要と使いどころ
Designs and audits who can reach what — authentication, authorization models, privileged access, service credentials, and joiner-mover-leaver process. Use this to design a permissions model, run an access review, reduce standing privilege, handle offboarding, set up SSO or MFA, manage service and machine credentials, or diagnose why permissions have sprawled.
日本語の概要は準備中です。原文の説明を表示しています。
Concentrates marketing and sales effort on a named set of accounts rather than on volume — qualifying whether the model fits your economics at all, building the account list and the buying group inside each, tiering effort against account value, coordinating so the account experiences one campaign rather than several, and measuring account progression instead of leads. Use this to decide whether to run an account-based program, build one, or work out why an existing one produces activity and no pipeline.
日本語の概要は準備中です。原文の説明を表示しています。
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.
日本語の概要は準備中です。原文の説明を表示しています。
Designs orchestrator-and-subagent hierarchies for a repository — splitting agents by exclusive write surface, pairing every producer with an independent auditor, and enforcing the split with a script that runs in CI. Use this whenever the user wants to set up, expand, audit, or fix a multi-agent or subagent structure for a codebase; asks how to divide work between agents; wants agent charters, roles, or a surface map written; or is hitting agents that collide on the same files, review their own work, or drift from their remit. Also use when sizing a roster or deciding whether a new agent is justified.
日本語の概要は準備中です。原文の説明を表示しています。
Governs models and AI systems in production — intended use, evaluation, monitoring, human oversight, documentation, and the decision to deploy or retire. Use this before deploying a model or AI feature, when defining evaluation criteria, when a model's behavior has drifted, when assessing AI risk or regulatory exposure, or when deciding whether an AI system is fit for a consequential decision.
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Produces executive-level research — market sizing, competitor mapping, trend analysis, and strategic intelligence — grounded in cited sources with the confidence in each claim made explicit. Use this to analyze a market or industry, map competitors, evaluate a market-entry or build-versus-buy decision, produce a research brief, or assemble evidence for a decision. Also use when comparing options that need a structured, evidence-based verdict rather than an opinion.
日本語の概要は準備中です。原文の説明を表示しています。