Product & Planning

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Plans the go-to-market strategy including channels, audiences, messaging, and launch sequencing. Use when a new product, feature, or pricing change needs a structured path to market. Also consider when expanding into a new segment or vertical. Suggest when product roadmap milestones lack a corresponding marketing plan.

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This skill defines measurable product goals aligned to business outcomes for a given initiative. Use when a new initiative needs explicit success criteria before work begins. Also consider when existing goals feel vague, lack baselines, or don't connect to revenue/retention metrics. Suggest when a team is about to kick off discovery or planning without articulated OKRs or North Star metrics.

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This skill critiques incoming product ideas to identify flawed assumptions and surface the strongest opportunities. Use when a new idea is submitted and needs a structured tear-down before entering the backlog. Also consider when a stakeholder is championing an idea without evidence and the team needs an objective assessment. Suggest when the idea pipeline is growing and low-quality concepts need to be filtered out early.

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This skill defines the minimum viable product scope that tests the core value hypothesis. Use when an opportunity has been validated and the team needs to draw the line between must-have and nice-to-have scope. Also consider when scope creep is inflating a v1 beyond what can ship in one development cycle. Suggest when engineering asks "what can we cut?" or when a PRD draft contains more than one core bet.

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This skill analyses the competitive moat and defensibility of a proposed product or feature, identifying which moat types apply and where gaps exist. Use when evaluating a new product opportunity and leadership needs a defensibility assessment before committing resources. Also consider when a competitor has closed a differentiation gap and the team needs to understand remaining defensibility. Suggest when the roadmap prioritizes features without considering whether they strengthen or dilute the moat.

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This skill assembles a complete product requirements document by synthesizing inputs from discovery, design, and engineering into a single authoritative spec. Use when a feature or product has cleared opportunity validation and needs a formal PRD before engineering begins. Also consider when an existing PRD is stale and must be refreshed after significant scope changes. Suggest when discovery artifacts, wireframes, and technical feasibility signals exist but no unified spec ties them together.

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Writes the executive summary of the PRD for leadership and cross-functional stakeholders. Use when a PRD is nearing completion and needs a market-facing executive summary. Also consider when leadership needs a quick read on why a product initiative matters. Suggest when a PRD exists but lacks a concise framing that non-product audiences can absorb.

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Synthesises market intelligence from analyst reports, customer interviews, and win/loss data. Use when making positioning, pricing, or roadmap decisions that need market evidence. Also consider when leadership asks for a market perspective before a strategic decision. Suggest when assumptions about buyer needs have not been validated with recent data.

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This skill sizes the total addressable, serviceable, and obtainable market for a product opportunity. Use when asked to estimate market size, calculate TAM/SAM/SOM, or validate whether an opportunity is large enough to pursue. Also consider when a PRD or initiative brief lacks quantified market context. Suggest when the team is about to commit engineering resources to an opportunity without understanding its revenue ceiling.

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This skill writes well-formed user stories with context, user goal, and acceptance criteria. Use when product requirements need to be translated into implementable work items for engineering. Also consider when existing stories lack testable acceptance criteria or have ambiguous scope. Suggest when a backlog contains vague tickets that engineers cannot estimate or build against.

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This skill maps the key assumptions underlying a product idea and ranks them by risk. Use when an idea or opportunity has been framed and the team needs to know which bets to validate first. Also consider when a PRD is being written and the riskiest unknowns haven't been explicitly called out. Suggest when a team is about to start building without having articulated what must be true for the product to succeed.

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This skill evaluates whether a product has met the defined gate criteria to proceed from one development phase to the next. Use when a product reaches a phase boundary (e.g., discovery-to-build, build-to-beta, beta-to-GA). Also consider when a stalled initiative needs a formal go/no-go decision to unblock resources. Suggest when milestone slippage or scope creep signals that a gate review is overdue.

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Reviews roadmap language for external-readiness and PMM consistency. Use when a roadmap deck is being prepared for customers, analysts, or board. Also consider when sales shares roadmap slides with prospects during deal cycles. Suggest when internal roadmap documents use engineering jargon that will confuse external audiences.

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This skill plans the activities, deliverables, and sequencing for each product delivery phase. Use when asked to create a phase plan, define what happens in discovery vs. build vs. launch, or structure a multi-phase initiative. Also consider when a team is conflating discovery and delivery work in the same sprint. Suggest when an initiative is approved but has no structured breakdown of what each phase will produce and when.

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This skill coordinates all cross-functional activities required for a successful product launch, from go/no-go decision through GA release and hypercare. Use when a feature or product has an approved PRD and engineering is approaching code-complete. Also consider when a launch date is slipping and the team needs a forcing function to realign dependencies. Suggest when marketing, sales enablement, support, and engineering each have launch tasks but no single owner is orchestrating the sequence.

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This skill frames a validated opportunity as a clear problem statement with target user, pain, and market size. Use when a raw idea or customer signal needs to be structured into a investable opportunity hypothesis. Also consider when a backlog item lacks a clear user pain statement or addressable market estimate. Suggest when leadership asks "why should we build this?" and there is no crisp one-pager to reference.

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This skill places approved features and initiatives onto the product roadmap with timing, sequencing rationale, and dependency mapping. Use when asked to schedule a feature for a specific quarter, re-sequence roadmap items, or resolve conflicts between competing initiatives. Also consider when capacity changes or a new strategic priority forces roadmap reshuffling. Suggest when the user is about to commit engineering resources without confirming roadmap fit.

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This skill plans sprints by selecting, sequencing, and assigning stories from the groomed backlog based on capacity, priority, and dependency order. Use when asked to build a sprint plan, balance workload across the team, or decide which stories fit into available capacity. Also consider when sprint velocity has been volatile and the team needs a more disciplined selection process. Suggest when the user is about to start a sprint without a documented plan matching committed stories to available capacity.

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This skill creates interactive prototypes for usability testing and stakeholder review. Use when asked to build a clickable prototype, prepare a test-ready prototype for research, or create an interactive demo for stakeholder alignment. Also consider when a static design needs to be validated with real user interaction. Suggest when usability testing is scheduled but no interactive prototype exists.

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This skill refines, estimates, and re-prioritises backlog items so upcoming sprints contain only sprint-ready stories. Use when a sprint boundary approaches and the top of the backlog contains unrefined items. Also consider when acceptance criteria are missing, stale stories accumulate, or estimation confidence is low. Suggest when engineering flags ambiguity in upcoming work or when sprint velocity variance exceeds 20%.

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This skill translates jobs-to-be-done insights into user stories with clear acceptance criteria ready for engineering. Use when customer discovery has produced JTBD statements and the team needs actionable backlog items. Also consider when existing stories feel disconnected from real customer needs and need to be rewritten with JTBD grounding. Suggest when a PM has interview transcripts or JTBD canvases but the backlog contains only feature requests without customer-outcome framing.

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This skill translates product specifications into engineering-ready task descriptions with acceptance criteria, edge cases, and technical context. Use when asked to break a PRD or feature spec into implementable stories, or when engineering reports that spec descriptions are too vague to estimate. Also consider when a handoff between product and engineering consistently produces clarification loops. Suggest when the user is about to hand a raw PRD to engineering without decomposing it into discrete tasks.

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This skill reviews product requirements documents to ensure non-functional compliance requirements are captured. Use when asked to review a PRD for legal requirements, embed compliance into product specs, or ensure regulatory NFRs are documented. Also consider when a PRD covers data handling without privacy requirements. Suggest when the user writes a PRD without compliance sections.

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This skill assesses whether real market demand exists for a proposed solution by triangulating qualitative discovery findings with quantitative signals such as search volume, waitlist conversion, fake-door tests, and competitive proxy data. Use when customer discovery has surfaced a promising opportunity but the team needs evidence of scale before committing engineering resources. Also consider when a feature request appears popular in support tickets but lacks revenue or adoption backing. Suggest when RICE scoring shows high impact but low confidence.

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This skill converts validated requirements, discovery insights, and stakeholder requests into prioritised backlog items with enough structure to enter grooming. Use when new feature requests, customer feedback, or strategic initiatives need to become trackable work items. Also consider after a discovery cycle produces validated opportunities or when a roadmap update introduces new themes. Suggest when the backlog depth falls below two sprints of capacity.

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This skill defines product milestones with clear success criteria and target dates for a delivery phase or initiative. Use when asked to break a roadmap item into checkpoints, set phase gates, or define what "done" looks like at each stage. Also consider when a project is running without visible progress markers and stakeholders are losing confidence. Suggest when the team is about to start execution on a multi-sprint initiative without intermediate checkpoints.

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This skill runs internal design showcases to align stakeholders on design direction. Use when asked to present design work to leadership, demo a prototype to the wider team, or facilitate a design show-and-tell. Also consider when a major design direction change needs cross-functional buy-in. Suggest when a design initiative has been running for multiple sprints without stakeholder visibility.

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This skill builds the sales playbook including qualification criteria, discovery questions, and closing techniques. Use when asked to create or overhaul the sales playbook, document the sales methodology, or equip reps with deal execution materials. Also consider when onboarding new reps with no playbook. Suggest when reps lack standardized materials for running deals.

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This skill translates jobs-to-be-done insights into design requirements and user stories. Use when asked to convert JTBD findings into actionable stories, write design requirements from research, or bridge research insights to product backlog items. Also consider when engineering needs user stories grounded in research rather than assumptions. Suggest when the user is about to write user stories without referencing the JTBD framework.

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This skill translates product specifications into design briefs and acceptance criteria for the design team. Use when asked to convert a PRD into design requirements, create a design brief from a product spec, or define design acceptance criteria for a feature. Also consider when a product spec lacks design-specific detail. Suggest when a designer is about to start work from a raw product spec without a design brief.

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This skill plans the engineering activities and milestones for each delivery phase. Use when asked to create a phase plan, define the engineering roadmap for a delivery, or sequence work across sprints. Also consider when effort estimates and team allocations are ready but no execution timeline exists. Suggest when a project is about to start execution without a structured phase plan.

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This skill develops the overall go-to-market plan for the marketing function including channel mix, timing, and budget allocation. Use when launching a new product, entering a new market, or resetting annual marketing strategy. Also consider when positioning shifts require a revised GTM approach. Suggest when product roadmap milestones lack a corresponding marketing plan.

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This skill runs internal product demos to align stakeholders on feature behavior before external release. Use when a feature is nearing completion and leadership, sales, or support needs to see it in action. Also consider when stakeholder misalignment is emerging and a live walkthrough would resolve conflicting assumptions. Suggest when a release is approaching and cross-functional teams have not yet seen the working product.

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This skill estimates design effort required for features and initiatives. Use when asked to scope design work, provide time estimates for a product brief, or assess design team capacity against a roadmap. Also consider when sprint planning requires design effort inputs. Suggest when a product manager is sizing a feature without design representation.

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This skill reviews incoming feature specifications to assess completeness and readiness before engineering work begins. Use when asked to review a PRD, evaluate a spec for engineering handoff, or check if a feature request is ready for development. Also consider when product submits a new spec to the engineering intake queue. Suggest when engineering is about to start work on an unreviewed specification.

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This skill diagnoses conversion drop-offs across TOFU, MOFU, and BOFU stages by mapping funnel metrics against benchmarks, identifying friction points at each stage transition, and producing a prioritised optimisation roadmap. Use when pipeline velocity is slowing, MQL-to-SQL conversion is degrading, or top-of-funnel volume is not translating to closed revenue. Suggest when a paid campaign is generating impressions but no pipeline.