Manages delivery risk and cross-team dependencies — identifying, sizing, mitigating and escalating what could stop the work. Use this to build a risk register that gets used, manage dependencies between teams, decide what to escalate and when, or work out why the same risks keep materializing unmanaged.
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This is delivery risk: what could prevent this work from landing. Enterprise risk — the framework,
appetite and register at company level — is legal-risk:enterprise-risk, and the two should not be
merged.
A dependency in your plan that the owning team has not agreed to, with a date they have committed to, is a wish. Most plans contain several.
For each: what exactly is needed, from whom by name, by when, and what happens if it is late. Then confirm it with the owning team in a way they would recognize as a commitment — an item on their plan, not a mention in a meeting.
Track dependencies both ways. Teams reliably track what they are owed and forget what they owe, which is why everyone believes they are being let down.
The dangerous ones are transitive: your dependency has a dependency you cannot see. Trace at least one hop further than feels necessary, particularly where a shared specialist or a single team appears repeatedly.
Most registers are written once for a gate and never opened. What makes one useful:
Review by exception: what changed, what is approaching its decision date. Reading the whole register aloud is how registers stop being read.
Four responses: avoid by changing the plan, reduce likelihood or impact, transfer to someone better placed to carry it, or accept. Acceptance is legitimate and must be explicit, with a named accepter — an unacknowledged acceptance is just an unmanaged risk.
Distinguish mitigation from contingency. Mitigation lowers the chance; contingency is what you do when it happens anyway. Serious risks need both, and contingency needs to be prepared before it is required.
An escalation naming the decision needed, the options, and the date by which it is needed gets resolved. A general expression of concern gets acknowledged and nothing happens.
Escalate when the decision exceeds your authority or the decision date is approaching — not when the risk has already materialized, at which point it is a status report.
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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