Designs how an organization is structured — reporting lines, team boundaries, spans and layers, role definition, and workforce planning against the strategy. Use this to structure a new team, restructure an existing one, resolve unclear ownership between teams, plan headcount, or diagnose why a team underperforms for structural rather than individual reasons.
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Structure determines what is easy and what requires heroics. Most persistent coordination problems are structural and cannot be fixed by asking people to communicate better.
Start with the work that must happen and its natural boundaries — where handoffs are expensive, and where they are cheap. Draw team lines at the cheap handoffs.
Then check: can each team deliver something meaningful without waiting on another? A team that cannot ship without three dependencies is not a team, it is a queue.
Design the org for the work, not around the people currently in it. Then reconcile deliberately, noting where you have compromised and why. Structures built around individuals fail when those individuals leave, and everyone can see they were built that way.
Wide spans push decisions down and starve people of attention. Narrow spans give attention and breed layers, which add latency to every decision.
Roughly: five to nine reports for a manager whose people need coaching; more where the work is consistent and the people are experienced. Every layer must add decision value — a layer that only passes information along should be removed, and it is usually obvious which one it is.
Every outcome has exactly one owner. Where two teams share an outcome, neither owns it, and it fails in the gap. Where an owner lacks the authority to deliver, the accountability is fictional.
Write down the boundaries — what each team decides alone, what needs consultation, what needs approval. Ambiguity between senior teams is expensive and does not resolve itself.
Plan roles against the work and the plan, not against last year plus a percentage. For each proposed role: what does not happen without it, what does it take off someone else, and what is the ramp before it contributes?
Sequence hires so each has someone to learn from. Hiring three juniors before the senior who leads them is a common and expensive ordering error.
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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