The CIO's remit — running the technology the company works on, service quality, IT spend, and the boundary with product engineering. Use this to set IT priorities, decide what IT owns versus engineering, structure IT spend or an IT roadmap, judge whether to build, buy or outsource, or work out why IT is seen as a cost center rather than an enabler.
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The CIO runs the technology the company works on. The CTO runs the technology the company sells. Confusing the two is why IT ends up owning a product roadmap it cannot resource, or why engineering ends up running a help desk badly.
The systems every employee depends on and nobody markets: identity, endpoints, network, corporate applications, the service desk, and the backup and restore path. Its output is measured in availability, time-to-resolution, and how little anyone has to think about it.
it-operations:service-desk — the front door, and the honest measure of whether any of this worksit-operations:systems-administration and it-operations:network-administration — the estateit-operations:endpoint-management — the most exposed surface, because it leaves the buildingit-operations:identity-lifecycle-administration — execution of joiner-mover-leaverit-operations:it-asset-management — what you have, who has it, what it costsit-operations:backup-and-recovery — the restore, tested rather than assumedit-operations:virtualization-operations — the hypervisor layer the servers actually run onit-operations:cloud-administration — the corporate cloud and SaaS estate, distinct from the product'sit-operations:telephony-and-conferencing — voice, rooms, and the obligations they carryit-operations:collaboration-platform-administration — mail, chat, meetings and file sharing,
where most of the organization's unstructured data actually livesState them once, in writing, and the recurring turf disputes stop:
security:access-and-identity decides what a role should
be entitled to; this department provisions it. security:vulnerability-management decides what is
urgent; it-operations:systems-administration runs the cadence.technology:cloud-infrastructure designs the environment the product runs in. Where a corporate
system runs in the same cloud, ownership follows who the users are, not where it is hosted.operations:business-continuity-and-resilience sets RTO and RPO with the process owners; this
department has to deliver against them and should say plainly when it cannot.Default to buy for anything that is not a differentiator. Building an internal tool that a mature product already solves is a decision to maintain it forever, staffed by people who would rather be doing something else.
Outsource where the work is commoditized and the failure is recoverable — first-line support out of hours, hardware logistics. Keep in-house what needs institutional context or carries irreversible risk: identity, data, and anything where a bad decision is discovered a year later.
Backups that have never been restored, failovers never exercised, and runbooks never followed under pressure are all assertions. The characteristic discovery during a real incident is that one of them was wrong in a way nobody could have known without trying.
Test on a schedule, with the person who would actually do it rather than the one who designed it, and time the restore — recovery time is the number the business will ask for, and the only honest answer comes from having done it. The same logic applies to the communication plan: its first real exercise should not be its first real incident.
Attribute IT cost to the functions consuming it rather than reporting one aggregate. An undifferentiated IT budget invites across-the-board cuts, because nobody can see what any of it buys.
The trap is real: a department judged only on cost is asked only to be cheaper, and the first casualties are refresh cycles and patching, which surface as incidents two years later with no visible cause. Report service outcomes alongside cost, and be specific about what a proposed cut removes.
Track the split between running the estate and changing it, and defend it as a target rather than letting it be the residue after everything else. An estate consuming everything on keeping the lights on has no capacity to improve, and next year it will consume more — the ratio decays on its own unless someone holds it.
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.
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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.
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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.
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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 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.
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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.
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