Runs corporate development — deal thesis, target screening, valuation framing, diligence, and integration planning. Use this when considering an acquisition or being approached about one, when evaluating build-versus-buy at company scale, when running or reviewing diligence, or when planning how an acquired business will actually be integrated.
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Deal execution requires qualified legal, tax, and accounting advisers. This structures the commercial thinking and identifies what needs specialist work; it does not substitute for it.
Before looking at any target: what would an acquisition get us that we cannot build or partner our way to, and why is buying better?
Legitimate theses are specific — a capability that would take three years to build, access to a customer base we cannot reach, consolidation economics in a fragmenting market, a team with scarce expertise.
Illegitimate theses, all common: growth for its own sake, defensive panic, the target became available, and the belief that two struggling businesses combine into a healthy one.
Write the thesis before the target. A thesis reverse-engineered to fit an available company will justify anything.
Score candidates against the thesis, not against how impressive they are. The best target is frequently the boring one that fits precisely.
Assess cultural and operating-model fit early rather than as a soft afterthought. Integration failure is the most common way deals destroy value, and its causes are visible before signing — incompatible decision-making, different customer commitments, a founder who will not stay.
Two numbers matter and they are different: what it is worth to you given the synergies you can actually realize, and what you would pay, which must be lower.
Be brutal about synergies. Cost synergies are real and estimable; revenue synergies are usually optimistic and rarely arrive on schedule. Model the deal without revenue synergies and see whether it still works — if it only works with them, it probably does not work.
Name your walk-away price before negotiating, and treat it as binding. Deal momentum is a powerful force and it is not evidence.
Commercial diligence answers whether the thesis is true: are the customers real, is the retention as claimed, does the growth come from where they say. Financial, legal, and technical diligence run alongside with specialists.
The questions most often skipped and most often fatal: what is the customer concentration, what happens to the key people at close, what liabilities transfer, and what is running on infrastructure or contracts nobody has documented.
Diligence exists to falsify the thesis. Diligence run to confirm it will confirm it.
Plan it before signing, not after. Decide in advance: what integrates, what stays separate, who runs it, and what the first hundred days look like.
The predictable value destroyers are attrition of the people you bought, customer churn during transition, and a stalled integration that leaves two of everything indefinitely. Each is foreseeable and each is planned around, or it is not.
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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