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Turn user research and complaints into a clear problem statement. Identify who is struggling, their desired outcome, barriers, root causes, constraints, and emotional impact, then summarize the problem in one sentence for team discussions or product planning.
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[omh] Unvalidated early product idea: test whether a customer problem, segment, and business hypothesis deserve product investment, ending in kill, pivot, persevere, or inconclusive before any PRD. Use when the user says: product-discovery-validation, product discovery validation, product discovery, customer discovery, customer discovery plan, zero to one validation, validate the problem before building, problem solution interview.
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Build an Opportunity Solution Tree, a structured map linking one measurable product outcome to customer needs, possible solutions, and experiments. Use research findings to prioritize problems and define hypotheses, metrics, and success thresholds for testing ideas.
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Run a consulting client discovery session — uncover the real problem, scope, and decision process. Use when asked to prepare for a client discovery call, qualify a consulting lead, scope an engagement, or run a kickoff. Produces a discovery plan — the questions that surface the real problem (not the stated one), budget/authority/timeline qualifiers, success criteria, red flags, and a follow-up that leads to a proposal.
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Expert product discovery guidance for user research and problem validation. Use when conducting user interviews, validating problems, applying jobs-to-be-done framework, sizing opportunities, customer segmentation, competitive analysis, prototype testing, usability testing, designing surveys, or synthesizing research insights. Covers discovery sprints, continuous discovery, and research operations.
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Evaluate product ideas before committing development resources. Organize customer needs, rank uncertain assumptions, and plan interviews or prototype tests in a short discovery cycle that ends with evidence for proceeding, changing direction, or stopping.
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Guide a product team from a problem hypothesis through customer interviews, research synthesis, and solution experiments. Use six structured phases to gather evidence, compare options, and decide whether to build, change direction, or stop.
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Run upstream brand discovery covering audience research, competitive landscape, category dynamics, problem space, and positioning territory exploration. Use this skill at the very start of a brand or website project when the user needs to understand who they're for, who they compete with, what the audience actually needs, and where the brand could plausibly stand. Triggers on brand discovery, audience research, market research, competitive scan, category research, customer research, who is this for, who are we, positioning research, intake, kickoff. Also triggers when a creative brief is requested but the upstream inputs (audience, competitors, problem space) are not yet clear.
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B2B 大客户销售 (B2B 大客户销售 / 企业级复杂销售 (Enterprise B2B Sales / Complex Selling) — 面向企业客户的高价值、长周期、多干系人复杂销售的职业认知操作系统，从业者(AE/客户经理/SE 售前/销售负责人 VP Sales/CRO)、想入行者、以及服务这行(销售咨询/enablement/RevOps)的视角。覆盖: (a) 第一性张力 — 三大方法论流派之争: **买方主导的诊断式提问 (consultative/discovery-led: SPIN 提问 → 痛点 → 方案, 「像医生先诊断再开方」) ⇄ 卖方主导的教学式挑战 (Challenger: Teach-Tailor-Take control, 用商业洞见 reframe 客户认知, 「像老师挑战客户的既有想法」) ⇄ 资格审查纪律 (MEDDIC/MEDDPICC: 先严格 qualify/disqualify, 「no deal 好过 bad deal」)**; 三派不是非此即彼, 资深人混用, 但底层世界观分歧真实(问 vs 教 vs 筛); 更深层张力 — 「过程/方法论纪律 (process rigor: 预测准确、deal inspection、qualify) ⇄ 关系/信任 (relationship: champion 培养、高管关系、人情)」, 「卖结果/业务价值 (business outcome/ROI、卖给经济决策人) ⇄ 卖产品/功能 (feature selling)」, 「多线程触达买方委员会 (multithreading buying committee) ⇄ 单一 champion 依赖」; (b) 方法论正典 (最标准化、最易蒸出高质量+CLI 化) — MEDDIC/MEDDPICC (Metrics 量化指标/Economic buyer 经济决策人/Decision Criteria 决策标准/Decision Process 决策流程/Identify Pain 痛点/Champion 内部拥护者 + Paper process 签约流程/Competition 竞争), SPIN (Situation/Problem/Implication/Need-payoff 提问序列), Challenger (商业洞见 commercial insight + reframe + 建设性张力 constructive tension + Mobilizer 调动者), Solution Selling (痛点链 pain chain/愿景创建/buying vision), Sandler (前置合约 up-front contract/痛苦漏斗 pain funnel/潜艇七步), Command of the Message (Force Management: 业务价值框架/before-after/decision criteria), Gap Selling (Keenan: 现状 current state → 期望 future state → 差距 the gap/问题中心), Miller Heiman Strategic Selling (蓝表 blue sheet/buying influences: 经济/用户/技术买家 + coach), Value Selling, BANT (老式资格框架, 多被 MEDDIC 取代); (c) 行业结构与角色 — SDR/BDR (开发/约见) → AE/客户经理 (成交) → SE/售前/Solutions Engineer (技术验证/POC/demo) → CSM (客户成功/续约扩张) → Sales Manager/VP Sales/CRO; RevOps (收入运营), Sales Enablement (赋能); land and expand (先落地再扩张)、量化指标 quota/OTE(目标总收入)/配额达成率/pipeline coverage(管道覆盖率 ~3x 业内经验法则)/win rate(赢率)/sales velocity(销售速度)/ramp time(爬坡期)/ACV·ARR·NRR(年合同额/年经常性收入/净收入留存); (d) 销售周期 (the deal/opportunity lifecycle) — prospecting 开发 → discovery 需求挖掘 → qualification 资格审查(MEDDIC) → demo/technical validation/POC 技术验证 → business case/value 业务价值与 ROI → proposal 提案 → negotiation 谈判(procurement 采购/法务/security review) → close 成交 → onboarding/expansion 交付与扩张; 干系人: champion 拥护者 vs coach 线人 vs economic buyer 经济决策人 vs blocker 阻碍者; mutual action plan/close plan(双向行动计划/成交计划); (e) 产出物与节奏 — discovery call(需求电话)、demo、business case、proposal/SOW、MAP(mutual action plan)、forecast(预测: commit/best case/pipeline 类别)、pipeline review/deal review/QBR(季度业务回顾)/account plan(客户计划); (f) 职业/招聘/薪酬 — quota/OTE/comp plan(底薪+提成)/accelerator(加速器)/SPIFF/clawback、ramp、President's Club(顶尖销售俱乐部)、SDR→AE→管理 晋升路径、rep turnover(销售流失率高); (g) 争议/批判 — Challenger 是否过誉(CEB 原始数据被质疑、insight selling 批评)、MEDDIC 沦为填表剧场(box-checking theater, 填字段不真 qualify)、活动指标 vs 质量(spray-and-pray 群发/冷电话存废之争)、AI SDR/自动化淹没收件箱(2024-2025 AI BDR 泡沫 + 邮件送达率崩溃 backlash)、SDR 军团模式是否将死(Winning by Design/signal-based GTM 取代)、配额虚高与销售 burnout、季末打折促单、销售方法论的「宗教化」与培训-认证产业链、最大竞争对手其实是「no decision/维持现状」而非对手; (h) 流派/思想谱系 — 提问诊断派(Rackham SPIN/Bosworth&Eades Solution Selling/Keenan Gap Selling) vs 挑战教学派(Dixon&Adamson Challenger/Force Management Command of the Message) vs 资格纪律派(MEDDIC: Napoli&Dunkel 起源/John McMahon/MEDDICC Andy Whyte) vs 关系战略派(Miller Heiman Strategic/Large Account) vs SaaS 现代收入架构派(Aaron Ross Predictable Revenue/Mark Roberge Sales Acceleration Formula/Jacco van der Kooij Winning by Design bowtie/David Skok 指标) vs 开发-心态派(Jeb Blount Fanatical Prospecting/Sales EQ、Anthony Iannarino、Josh Braun) vs 谈判(Chris Voss Never Split the Difference 战术同理心)。不含: B2C/零售/电商导购销售、纯电话客服/客户支持、纯渠道/分销管理(channel 虽相关但聚焦直销复杂销售)、纯 marketing/需求生成(demand gen 虽上游但本 skill 聚焦销售执行)、纯 CSM 客户成功(虽相关但聚焦 new logo + expansion 的销售动作)。) Master OS — automated mastery of B2B 大客户销售 / 企业级复杂销售 (Enterprise B2B Sales / Complex Selling) — 面向企业客户的高价值、长周期、多干系人复杂销售的职业认知操作系统，从业者(AE/客户经理/SE 售前/销售负责人 VP Sales/CRO)、想入行者、以及服务这行(销售咨询/enablement/RevOps)的视角。覆盖: (a) 第一性张力 — 三大方法论流派之争: **买方主导的诊断式提问 (consultative/discovery-led: SPIN 提问 → 痛点 → 方案, 「像医生先诊断再开方」) ⇄ 卖方主导的教学式挑战 (Challenger: Teach-Tailor-Take control, 用商业洞见 reframe 客户认知, 「像老师挑战客户的既有想法」) ⇄
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Run Mom Test–style customer-discovery interviews to validate or kill an unbuilt idea — generate a non-leading interview guide, conduct or coach the conversations, and synthesize signal vs compliments. Load when the user asks to do customer discovery, run problem interviews, validate an idea with users, run a Mom Test, design an interview guide, or says "talk to customers", "validate the problem", "interview users", "Mom Test this", "did real users want it", "synthesize my interviews", "I just talked to N people". Sub-skill of `venture-exploration`. Hard-bans "would you use this?", solution-pitching, friend/family-only ICP, and treating compliments as validation. Calls `secure-*` before synthesizing any pasted external transcripts.
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Summarize customer interview transcripts into a consistent Markdown document. Capture what customers want to accomplish, their current solutions, satisfaction and problems, notable findings, and follow-up actions with dates and owners when available.
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Use Gemini to discover research papers through related problems and alternative terminology. Results are organized into a table with publication details, code links, and short summaries, with filters for year, venue, and available code.
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Turn research notes and discussions into a PRD, a product requirements document for development teams. Connect customer problems, target users, proposed solutions, and success metrics, while documenting acceptance criteria, excluded work, dependencies, and unresolved questions.
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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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Use when a problem under exploration needs its quality attributes (non-functional requirements) identified and prioritized before architecture and design begin. This should trigger when an issue's Quality Attribute Discovery point of view needs evaluation, or when a maintainer directly asks to discover and prioritize candidate quality attributes for a problem, before any ADR or design work starts. Part of Plinth Toolkit
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The Mileva Method (CRISP) — Phase 1: Clarify. Problem definition, eliciting, painkiller test, buy vs build, AI justification gate, Go/No-Go. Use at the start of any AI implementation project. Triggers on "clarify", "phase 1", "start discovery", "define the problem", "what problem are we solving", or at the beginning of a new client engagement.
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Conduct a Marty-Cagan-style opportunity assessment interview and produce a ~2-page Opportunity Brief in Confluence. Covers business objective, customer, problem, success metric, current alternatives, assumptions/risks, and what we don't know yet. Triggers on "opportunity brief", "opportunity assessment", "discovery brief", "who is this for", "why are we building this", "validate this idea", "product discovery", or any request to frame a feature before implementation. One question at a time. Records accepted research gaps as structured Confluence Decision pages with bidirectional links.
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Diagnose oh-my-codex installation and skill discovery problems by checking configuration, hooks, plugin caches, and optional Team runtime checks. Produce an evidence-based report and carry out confirmed repairs with user approval, then verify the results.
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Prioritize product features, analyze customer interviews, and draft product requirements documents. Scoring scripts and document templates help turn customer problems, expected impact, and development effort into a roadmap with clear scope and success measures.
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Explore research directions through ten structured thinking frameworks, then rank ideas by their importance, clarity, and feasibility. Turn a vague interest into a focused proposal with a short explanation, candidate experiments, and an initial feasibility study.
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Plan customer discovery interviews with the right goal, segment, constraints, and method. Use when preparing interviews for problem validation, churn research, or new product ideas.
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Interviews an unshaped idea into a verdict and a design document - decisions, flows, schema, contracts - that anyone can plan from without having been in the room. Use when the user says "research this", "help me understand this problem", "should we build this", "discovery", "explore this problem", or "tlc-discover". Do NOT use to cut a finished design into tasks, or to implement.
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Guides researchers through structured ideation frameworks to discover high-impact research directions. Use when exploring new problem spaces, pivoting between projects, or seeking novel angles on existing work.
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Applies Neil Rackham's SPIN methodology (Situation/Problem/Implication/Need-payoff questions) to major B2B sales. Use for complex multi-call sales cycles, enterprise deals where the customer must justify the decision to others, when objections are mounting, when calls end in vague continuations instead of advances, when traditional closing techniques are backfiring on large deals, or when designing discovery-call structure. Triggers include 'my deal isn't closing', 'too many objections', 'B2B sales coaching', 'discovery call structure', 'stuck in the middle of the sale'. Not for transactional sub-$50 sales, pure consumer impulse, or PLG self-serve products.
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