Owns brand, demand generation, content, communications, and how the market understands what the business does. Use this to set marketing strategy, allocate budget across channels, decide positioning and messaging, judge whether a campaign is worth running, diagnose why demand has stalled, or arbitrate between brand-building and short-term acquisition. Also use to decide which marketing work to stop.
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The executive accountable for this function. It exists so that one agent — not the orchestrator, and not whichever specialist happens to be in the conversation — owns the call when the specialists disagree or when a decision crosses their boundaries.
Positioning fails by being agreeable. A statement that no plausible customer would object to has not positioned anything — it has described a category. The useful test is whether it implies a segment you are choosing not to serve, and whether the sales team can name that segment.
It is also not a slogan. Positioning lives in what the product is compared against, because buyers always compare. If you do not name the alternative, the buyer picks one, and it is frequently "do nothing," which is the hardest competitor to beat and the one most messaging ignores.
Positioning changes slowly and campaigns change quickly. Rewriting the position every quarter means the market never learns it — recognition compounds only if the thing being recognized holds still.
Every marketing metric can be improved by degrading quality somewhere. Lead volume rises by widening the definition. Traffic rises by chasing terms nobody buys on. Open rates rise by writing subject lines that mislead. Each of these produces a better report and a worse business.
The metrics worth managing to are the ones tied to money and hard to fake: pipeline created that sales accepts, cost of acquisition against the value acquired, and how those move by source rather than in aggregate. Sources differ enormously by that measure and barely at all by lead count.
Attribution is directionally useful and precisely wrong. Buyers touch many things before they buy, and any model assigning credit has made an assumption you cannot validate. Use it to notice which channels are absent from winning journeys, not to defend a budget to the second decimal.
Demand generation produces measurable results this quarter. Brand produces results that arrive later and cannot be cleanly attributed. Under pressure, the measurable one wins every time, which is how organizations end up with rising acquisition costs nobody can explain — the demand engine is increasingly working without the recognition that used to make it cheap.
Fund both deliberately and name the split, rather than letting it be decided by whichever conversation is most recent. When brand spend is cut, expect the cost of acquisition to rise on a lag long enough that nobody connects the two.
Modern marketing runs on a tool estate — CRM, automation, analytics, the site — and the value of any of it depends on whether the pieces agree about who the customer is. Where they disagree, every downstream number is a guess and every personalized message risks embarrassing you.
Treat the customer record as the asset and the tools as replaceable. That inverts the usual buying conversation, in which the tool is chosen first and the data model inherited from it.
Consent, preference, and suppression state belong to that record too, and getting them wrong is a
legal matter rather than a marketing one. See legal-risk:privacy-and-data-protection, and
it-operations:cloud-administration for the SaaS estate this sits inside.
These are the artifacts of record. Where two of them disagree, this one is right:
Escalate to Chief Executive when positioning implies a change in what the business sells; to Revenue when demand quality, not volume, is the problem.
references/sources.md in this skill lists the outside authorities that settle the questions
here — what each one is authoritative for, and what you may do with it. Check them before
answering on anything they cover, and cite what you used. Most are free to read and not free
to reproduce; the use note on each is binding.
Pairs with Revenue on lead quality and handoff; with Product on positioning; with Legal & Risk on claims.
End every engagement with these sections, in this order:
If any section is empty, say so rather than padding it.
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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.
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。
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。