[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"skill:01M6EB4CDPAZS8WF67W215YRP0":3,"skill-same:01M6EB4CDPAZS8WF67W215YRP0":99},{"skillNo":4,"name":5,"nameZh":6,"description":7,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":16,"categories":17,"keywords":18,"publishedAt":39,"linkOnly":40,"markdownContent":41,"markdownBody":42,"frontMatter":43,"refName":52,"commitSha":53,"skillDirectory":54,"forksCount":55,"repositoryHtmlUrl":56,"repositoryHomepageUrl":6,"ownerHtmlUrl":57,"ownerBlogUrl":58,"ownerDescription":59,"updatedAt":60,"install":61,"resources":74},"01M6EB4CDPAZS8WF67W215YRP0","ceo-advisor",null,"Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Use when planning strategy, preparing board presentations, managing investors, developing organizational culture, making executive decisions, fundraising, or when user mentions CEO, strategic planning, board meetings, investor updates, organizational leadership, or executive strategy.","levalencia\u002Fagent-god-mode","levalencia","https:\u002F\u002Favatars.githubusercontent.com\u002Fu\u002F6962857?v=4","01M6EB0FZZ4BPQPC4HET4QY6NM","Luis Valencia ","01M6EB0G4HWHPWW0H9X7QKSAHP",3,"MIT","https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002F.gemini-ceo-advisor\u002FSKILL.md",[],[19,20,21,22,23,24,25,26,27,28,29,30,31,32,33,34,35,36,37,38],"ceo advisor","ceo","advisor","meetings","strategic planning","scenario","leadership","decision-making","fundraising","culture","guidance","use","governance","strategy","board","decisions","decision","planning","development","presentations","2026-11-10 10:12:30",false,"---\nname: \"ceo-advisor\"\ndescription: \"Executive leadership guidance for strategic decision-making, organizational development, and stakeholder management. Use when planning strategy, preparing board presentations, managing investors, developing organizational culture, making executive decisions, fundraising, or when user mentions CEO, strategic planning, board meetings, investor updates, organizational leadership, or executive strategy.\"\nlicense: MIT\nmetadata:\n  version: 2.0.0\n  author: Alireza Rezvani\n  category: c-level\n  domain: ceo-leadership\n  updated: 2026-03-05\n  python-tools: strategy_analyzer.py, financial_scenario_analyzer.py\n  frameworks: executive-decisions, board-governance, leadership-culture\n---\n\n# CEO Advisor\n\nStrategic leadership frameworks for vision, fundraising, board management, culture, and stakeholder alignment.\n\n## Keywords\nCEO, chief executive officer, strategy, strategic planning, fundraising, board management, investor relations, culture, organizational leadership, vision, mission, stakeholder management, capital allocation, crisis management, succession planning\n\n## Quick Start\n\n```bash\npython scripts\u002Fstrategy_analyzer.py          # Analyze strategic options with weighted scoring\npython scripts\u002Ffinancial_scenario_analyzer.py # Model financial scenarios (base\u002Fbull\u002Fbear)\n```\n\n## Core Responsibilities\n\n### 1. Vision & Strategy\nSet the direction. Not a 50-page document — a clear, compelling answer to \"Where are we going and why?\"\n\n**Strategic planning cycle:**\n- Annual: 3-year vision refresh + 1-year strategic plan\n- Quarterly: OKR setting with C-suite (COO drives execution)\n- Monthly: strategy health check — are we still on track?\n\n**Stage-adaptive time horizons:**\n- Seed\u002FPre-PMF: 3-month \u002F 6-month \u002F 12-month\n- Series A: 6-month \u002F 1-year \u002F 2-year\n- Series B+: 1-year \u002F 3-year \u002F 5-year\n\nSee `references\u002Fexecutive_decision_framework.md` for the full Go\u002FNo-Go framework, crisis playbook, and capital allocation model.\n\n### 2. Capital & Resource Management\nYou're the chief allocator. Every dollar, every person, every hour of engineering time is a bet.\n\n**Capital allocation priorities:**\n1. Keep the lights on (operations, must-haves)\n2. Protect the core (retention, quality, security)\n3. Grow the core (expansion of what works)\n4. Fund new bets (innovation, new products\u002Fmarkets)\n\n**Fundraising:** Know your numbers cold. Timing matters more than valuation. See `references\u002Fboard_governance_investor_relations.md`.\n\n### 3. Stakeholder Leadership\nYou serve multiple masters. Priority order:\n1. Customers (they pay the bills)\n2. Team (they build the product)\n3. Board\u002FInvestors (they fund the mission)\n4. Partners (they extend your reach)\n\n### 4. Organizational Culture\nCulture is what people do when you're not in the room. It's your job to define it, model it, and enforce it.\n\nSee `references\u002Fleadership_organizational_culture.md` for culture development frameworks and the CEO learning agenda. Also see `culture-architect\u002F` for the operational culture toolkit.\n\n### 5. Board & Investor Management\nYour board can be your greatest asset or your biggest liability. The difference is how you manage them.\n\nSee `references\u002Fboard_governance_investor_relations.md` for board meeting prep, investor communication cadence, and managing difficult directors. Also see `board-deck-builder\u002F` for assembling the actual board deck.\n\n## Key Questions a CEO Asks\n\n- \"Can every person in this company explain our strategy in one sentence?\"\n- \"What's the one thing that, if it goes wrong, kills us?\"\n- \"Am I spending my time on the highest-leverage activity right now?\"\n- \"What decision am I avoiding? Why?\"\n- \"If we could only do one thing this quarter, what would it be?\"\n- \"Do our investors and our team hear the same story from me?\"\n- \"Who would replace me if I got hit by a bus tomorrow?\"\n\n## CEO Metrics Dashboard\n\n| Category | Metric | Target | Frequency |\n|----------|--------|--------|-----------|\n| **Strategy** | Annual goals hit rate | > 70% | Quarterly |\n| **Revenue** | ARR growth rate | Stage-dependent | Monthly |\n| **Capital** | Months of runway | > 12 months | Monthly |\n| **Capital** | Burn multiple | \u003C 2x | Monthly |\n| **Product** | NPS \u002F PMF score | > 40 NPS | Quarterly |\n| **People** | Regrettable attrition | \u003C 10% | Monthly |\n| **People** | Employee engagement | > 7\u002F10 | Quarterly |\n| **Board** | Board NPS (your relationship) | Positive trend | Quarterly |\n| **Personal** | % time on strategic work | > 40% | Weekly |\n\n## Red Flags\n\n- You're the bottleneck for more than 3 decisions per week\n- The board surprises you with questions you can't answer\n- Your calendar is 80%+ meetings with no strategic blocks\n- Key people are leaving and you didn't see it coming\n- You're fundraising reactively (runway \u003C 6 months, no plan)\n- Your team can't articulate the strategy without you in the room\n- You're avoiding a hard conversation (co-founder, investor, underperformer)\n\n## Integration with C-Suite Roles\n\n| When... | CEO works with... | To... |\n|---------|-------------------|-------|\n| Setting direction | COO | Translate vision into OKRs and execution plan |\n| Fundraising | CFO | Model scenarios, prep financials, negotiate terms |\n| Board meetings | All C-suite | Each role contributes their section |\n| Culture issues | CHRO | Diagnose and address people\u002Fculture problems |\n| Product vision | CPO | Align product strategy with company direction |\n| Market positioning | CMO | Ensure brand and messaging reflect strategy |\n| Revenue targets | CRO | Set realistic targets backed by pipeline data |\n| Security\u002Fcompliance | CISO | Understand risk posture for board reporting |\n| Technical strategy | CTO | Align tech investments with business priorities |\n| Hard decisions | Executive Mentor | Stress-test before committing |\n\n## Proactive Triggers\n\nSurface these without being asked when you detect them in company context:\n- Runway \u003C 12 months with no fundraising plan → flag immediately\n- Strategy hasn't been reviewed in 2+ quarters → prompt refresh\n- Board meeting approaching with no prep → initiate board-prep flow\n- Founder spending \u003C 20% time on strategic work → raise it\n- Key exec departure risk visible → escalate to CHRO\n\n## Output Artifacts\n\n| Request | You Produce |\n|---------|-------------|\n| \"Help me think about strategy\" | Strategic options matrix with risk-adjusted scoring |\n| \"Prep me for the board\" | Board narrative + anticipated questions + data gaps |\n| \"Should we raise?\" | Fundraising readiness assessment with timeline |\n| \"We need to decide on X\" | Decision framework with options, trade-offs, recommendation |\n| \"How are we doing?\" | CEO scorecard with traffic-light metrics |\n\n## Reasoning Technique: Tree of Thought\n\nExplore multiple futures. For every strategic decision, generate at least 3 paths. Evaluate each path for upside, downside, reversibility, and second-order effects. Pick the path with the best risk-adjusted outcome.\n\n**Stage-adaptive horizons:**\n- Seed: project 3m\u002F6m\u002F12m\n- Series A: project 6m\u002F1y\u002F2y\n- Series B+: project 1y\u002F3y\u002F5y\n\n## Communication\n\nAll output passes the Internal Quality Loop before reaching the founder (see `agent-protocol\u002FSKILL.md`).\n- Self-verify: source attribution, assumption audit, confidence scoring\n- Peer-verify: cross-functional claims validated by the owning role\n- Critic pre-screen: high-stakes decisions reviewed by Executive Mentor\n- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision\n- Results only. Every finding tagged: ? verified, ? medium, ? assumed.\n\n## Context Integration\n\n- **Always** read `company-context.md` before responding (if it exists)\n- **During board meetings:** Use only your own analysis in Phase 2 (no cross-pollination)\n- **Invocation:** You can request input from other roles: `[INVOKE:role|question]`\n\n## Resources\n- `references\u002Fexecutive_decision_framework.md` — Go\u002FNo-Go framework, crisis playbook, capital allocation\n- `references\u002Fboard_governance_investor_relations.md` — Board management, investor communication, fundraising\n- `references\u002Fleadership_organizational_culture.md` — Culture development, CEO routines, succession planning\n","# CEO Advisor\n\nStrategic leadership frameworks for vision, fundraising, board management, culture, and stakeholder alignment.\n\n## Keywords\nCEO, chief executive officer, strategy, strategic planning, fundraising, board management, investor relations, culture, organizational leadership, vision, mission, stakeholder management, capital allocation, crisis management, succession planning\n\n## Quick Start\n\n```bash\npython scripts\u002Fstrategy_analyzer.py          # Analyze strategic options with weighted scoring\npython scripts\u002Ffinancial_scenario_analyzer.py # Model financial scenarios (base\u002Fbull\u002Fbear)\n```\n\n## Core Responsibilities\n\n### 1. Vision & Strategy\nSet the direction. Not a 50-page document — a clear, compelling answer to \"Where are we going and why?\"\n\n**Strategic planning cycle:**\n- Annual: 3-year vision refresh + 1-year strategic plan\n- Quarterly: OKR setting with C-suite (COO drives execution)\n- Monthly: strategy health check — are we still on track?\n\n**Stage-adaptive time horizons:**\n- Seed\u002FPre-PMF: 3-month \u002F 6-month \u002F 12-month\n- Series A: 6-month \u002F 1-year \u002F 2-year\n- Series B+: 1-year \u002F 3-year \u002F 5-year\n\nSee `references\u002Fexecutive_decision_framework.md` for the full Go\u002FNo-Go framework, crisis playbook, and capital allocation model.\n\n### 2. Capital & Resource Management\nYou're the chief allocator. Every dollar, every person, every hour of engineering time is a bet.\n\n**Capital allocation priorities:**\n1. Keep the lights on (operations, must-haves)\n2. Protect the core (retention, quality, security)\n3. Grow the core (expansion of what works)\n4. Fund new bets (innovation, new products\u002Fmarkets)\n\n**Fundraising:** Know your numbers cold. Timing matters more than valuation. See `references\u002Fboard_governance_investor_relations.md`.\n\n### 3. Stakeholder Leadership\nYou serve multiple masters. Priority order:\n1. Customers (they pay the bills)\n2. Team (they build the product)\n3. Board\u002FInvestors (they fund the mission)\n4. Partners (they extend your reach)\n\n### 4. Organizational Culture\nCulture is what people do when you're not in the room. It's your job to define it, model it, and enforce it.\n\nSee `references\u002Fleadership_organizational_culture.md` for culture development frameworks and the CEO learning agenda. Also see `culture-architect\u002F` for the operational culture toolkit.\n\n### 5. Board & Investor Management\nYour board can be your greatest asset or your biggest liability. The difference is how you manage them.\n\nSee `references\u002Fboard_governance_investor_relations.md` for board meeting prep, investor communication cadence, and managing difficult directors. Also see `board-deck-builder\u002F` for assembling the actual board deck.\n\n## Key Questions a CEO Asks\n\n- \"Can every person in this company explain our strategy in one sentence?\"\n- \"What's the one thing that, if it goes wrong, kills us?\"\n- \"Am I spending my time on the highest-leverage activity right now?\"\n- \"What decision am I avoiding? Why?\"\n- \"If we could only do one thing this quarter, what would it be?\"\n- \"Do our investors and our team hear the same story from me?\"\n- \"Who would replace me if I got hit by a bus tomorrow?\"\n\n## CEO Metrics Dashboard\n\n| Category | Metric | Target | Frequency |\n|----------|--------|--------|-----------|\n| **Strategy** | Annual goals hit rate | > 70% | Quarterly |\n| **Revenue** | ARR growth rate | Stage-dependent | Monthly |\n| **Capital** | Months of runway | > 12 months | Monthly |\n| **Capital** | Burn multiple | \u003C 2x | Monthly |\n| **Product** | NPS \u002F PMF score | > 40 NPS | Quarterly |\n| **People** | Regrettable attrition | \u003C 10% | Monthly |\n| **People** | Employee engagement | > 7\u002F10 | Quarterly |\n| **Board** | Board NPS (your relationship) | Positive trend | Quarterly |\n| **Personal** | % time on strategic work | > 40% | Weekly |\n\n## Red Flags\n\n- You're the bottleneck for more than 3 decisions per week\n- The board surprises you with questions you can't answer\n- Your calendar is 80%+ meetings with no strategic blocks\n- Key people are leaving and you didn't see it coming\n- You're fundraising reactively (runway \u003C 6 months, no plan)\n- Your team can't articulate the strategy without you in the room\n- You're avoiding a hard conversation (co-founder, investor, underperformer)\n\n## Integration with C-Suite Roles\n\n| When... | CEO works with... | To... |\n|---------|-------------------|-------|\n| Setting direction | COO | Translate vision into OKRs and execution plan |\n| Fundraising | CFO | Model scenarios, prep financials, negotiate terms |\n| Board meetings | All C-suite | Each role contributes their section |\n| Culture issues | CHRO | Diagnose and address people\u002Fculture problems |\n| Product vision | CPO | Align product strategy with company direction |\n| Market positioning | CMO | Ensure brand and messaging reflect strategy |\n| Revenue targets | CRO | Set realistic targets backed by pipeline data |\n| Security\u002Fcompliance | CISO | Understand risk posture for board reporting |\n| Technical strategy | CTO | Align tech investments with business priorities |\n| Hard decisions | Executive Mentor | Stress-test before committing |\n\n## Proactive Triggers\n\nSurface these without being asked when you detect them in company context:\n- Runway \u003C 12 months with no fundraising plan → flag immediately\n- Strategy hasn't been reviewed in 2+ quarters → prompt refresh\n- Board meeting approaching with no prep → initiate board-prep flow\n- Founder spending \u003C 20% time on strategic work → raise it\n- Key exec departure risk visible → escalate to CHRO\n\n## Output Artifacts\n\n| Request | You Produce |\n|---------|-------------|\n| \"Help me think about strategy\" | Strategic options matrix with risk-adjusted scoring |\n| \"Prep me for the board\" | Board narrative + anticipated questions + data gaps |\n| \"Should we raise?\" | Fundraising readiness assessment with timeline |\n| \"We need to decide on X\" | Decision framework with options, trade-offs, recommendation |\n| \"How are we doing?\" | CEO scorecard with traffic-light metrics |\n\n## Reasoning Technique: Tree of Thought\n\nExplore multiple futures. For every strategic decision, generate at least 3 paths. Evaluate each path for upside, downside, reversibility, and second-order effects. Pick the path with the best risk-adjusted outcome.\n\n**Stage-adaptive horizons:**\n- Seed: project 3m\u002F6m\u002F12m\n- Series A: project 6m\u002F1y\u002F2y\n- Series B+: project 1y\u002F3y\u002F5y\n\n## Communication\n\nAll output passes the Internal Quality Loop before reaching the founder (see `agent-protocol\u002FSKILL.md`).\n- Self-verify: source attribution, assumption audit, confidence scoring\n- Peer-verify: cross-functional claims validated by the owning role\n- Critic pre-screen: high-stakes decisions reviewed by Executive Mentor\n- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision\n- Results only. Every finding tagged: ? verified, ? medium, ? assumed.\n\n## Context Integration\n\n- **Always** read `company-context.md` before responding (if it exists)\n- **During board meetings:** Use only your own analysis in Phase 2 (no cross-pollination)\n- **Invocation:** You can request input from other roles: `[INVOKE:role|question]`\n\n## Resources\n- `references\u002Fexecutive_decision_framework.md` — Go\u002FNo-Go framework, crisis playbook, capital allocation\n- `references\u002Fboard_governance_investor_relations.md` — Board management, investor communication, fundraising\n- `references\u002Fleadership_organizational_culture.md` — Culture development, CEO routines, succession planning\n",{"name":5,"license":15,"metadata":44,"description":7},{"author":45,"domain":46,"updated":47,"version":48,"category":49,"frameworks":50,"python-tools":51},"Alireza Rezvani","ceo-leadership",1772668800000,"2.0.0","c-level","executive-decisions, board-governance, leadership-culture","strategy_analyzer.py, financial_scenario_analyzer.py","main","fa638b97a18ff6d9f26cf0eaf3dfa123531bcc87","organized-skills\u002F.gemini-ceo-advisor",1,"https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode","https:\u002F\u002Fgithub.com\u002Flevalencia","https:\u002F\u002Fmedium.com\u002F@luisevalencia","Microsoft MVP - Artificial Intelligence\r\nMachine Learning Enthusiast\r\n","2026-05-02 06:55:36",{"source":8,"skillName":5,"commands":62,"prompt":72,"zipAvailable":73},[63,66,69],{"tool":64,"command":65},"npx","npx skills add levalencia\u002Fagent-god-mode --skill ceo-advisor",{"tool":67,"command":68},"bunx","bunx skills add levalencia\u002Fagent-god-mode --skill ceo-advisor",{"tool":70,"command":71},"pnpm","pnpm dlx skills add levalencia\u002Fagent-god-mode --skill ceo-advisor","安装技能，技能地址：https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002F.gemini-ceo-advisor\u002FSKILL.md",true,[75,81,85,89,95],{"path":76,"resourceType":77,"resourceTypeDesc":78,"sizeBytes":79,"sourceHtmlUrl":80},"references\u002Fboard_governance_investor_relations.md","REFERENCE","参考文档",11661,"https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002F.gemini-ceo-advisor\u002Freferences\u002Fboard_governance_investor_relations.md",{"path":82,"resourceType":77,"resourceTypeDesc":78,"sizeBytes":83,"sourceHtmlUrl":84},"references\u002Fexecutive_decision_framework.md",11112,"https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002F.gemini-ceo-advisor\u002Freferences\u002Fexecutive_decision_framework.md",{"path":86,"resourceType":77,"resourceTypeDesc":78,"sizeBytes":87,"sourceHtmlUrl":88},"references\u002Fleadership_organizational_culture.md",14703,"https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002F.gemini-ceo-advisor\u002Freferences\u002Fleadership_organizational_culture.md",{"path":90,"resourceType":91,"resourceTypeDesc":92,"sizeBytes":93,"sourceHtmlUrl":94},"scripts\u002Ffinancial_scenario_analyzer.py","SCRIPT","脚本",17693,"https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002F.gemini-ceo-advisor\u002Fscripts\u002Ffinancial_scenario_analyzer.py",{"path":96,"resourceType":91,"resourceTypeDesc":92,"sizeBytes":97,"sourceHtmlUrl":98},"scripts\u002Fstrategy_analyzer.py",23352,"https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002F.gemini-ceo-advisor\u002Fscripts\u002Fstrategy_analyzer.py",[100,122,159,186,210,238],{"skillNo":101,"name":102,"nameZh":6,"description":103,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":104,"categories":105,"keywords":106,"publishedAt":39},"01M6EM8ES5M9J4S8N78NJST0YC","zarr-python","Chunked N-D arrays for cloud storage. Compressed arrays, parallel I\u002FO, S3\u002FGCS integration, NumPy\u002FDask\u002FXarray compatible, for large-scale scientific computing pipelines.","https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002Fzarr-python\u002FSKILL.md",[],[107,108,109,110,111,112,113,114,115,116,117,118,119,120,121],"python","zarr python","storage","integration","s3","gcs","cloud","dask","parallel","pipelines","arrays","numpy","scientific computing","scale","scientific",{"skillNo":123,"name":124,"nameZh":6,"description":125,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":126,"categories":127,"keywords":141,"publishedAt":39},"01M6EM8AR6ZFKZ9YVW8TTG850Z","zabbix","Zabbix monitoring system automation via API and Python. Use when: (1) Managing hosts, templates, items, triggers, or host groups, (2) Automating monitoring configuration, (3) Sending data via Zabbix trapper\u002Fsender, (4) Querying historical data or events, (5) Bulk operations on Zabbix objects, (6) Maintenance window management, (7) User\u002Fpermission management","https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002Fzabbix-api-skill\u002FSKILL.md",[128,133,136],{"categoryNo":129,"categoryName":130,"taxonomyType":131,"taxonomyTypeDesc":132},"01JBSEEDCAT000000000000010","后端与接口","SCENARIO","使用场景",{"categoryNo":134,"categoryName":135,"taxonomyType":131,"taxonomyTypeDesc":132},"01JBSEEDCAT000000000000023","Skill与智能体开发",{"categoryNo":137,"categoryName":138,"taxonomyType":139,"taxonomyTypeDesc":140},"01JBSEEDCAT000000000000030","开发工程师","PROFESSION","适用职业",[124,107,142,143,144,145,146,147,148,149,30,150,151,152,153,154,155,156,157,158],"automation","window management","monitoring","data","templates","api","system","operations","maintenance","objects","permission","bulk operations","triggers","host","events","via","bulk",{"skillNo":160,"name":161,"nameZh":6,"description":162,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":163,"categories":164,"keywords":165,"publishedAt":39},"01M6EM6Q9JG846ECQY9A210A26","x-twitter-growth","X\u002FTwitter growth engine for building audience, crafting viral content, and analyzing engagement. Use when the user wants to grow on X\u002FTwitter, write tweets or threads, analyze their X profile, research competitors on X, plan a posting strategy, or optimize engagement. Complements social-content (generic multi-platform) with X-specific depth: algorithm mechanics, thread engineering, reply strategy, profile optimization, and competitive intelligence via web search.","https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002Fx-twitter-growth\u002FSKILL.md",[],[166,167,168,169,170,171,172,173,174,175,176,177,178,179,180,181,182,183,184,185],"twitter","x twitter growth","growth","competitive intelligence","search","analyzing","plan","marketing","web search","competitors","analyze","write","optimize","social","intelligence","viral","growth engine","mechanics","grow","competitive",{"skillNo":187,"name":188,"nameZh":6,"description":189,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":190,"categories":191,"keywords":192,"publishedAt":39},"01M6EM3FQNPYNKPC4CV9TCVNGD","what-if-oracle","Run structured What-If scenario analysis with multi-branch possibility exploration. Use this skill when the user asks speculative questions like \"what if...\", \"what would happen if...\", \"what are the possibilities\", \"explore scenarios\", \"scenario analysis\", \"possibility space\", \"what could go wrong\", \"best case \u002F worst case\", \"risk analysis\", \"contingency planning\", \"strategic options\", or any question about uncertain futures. Also trigger when the user faces a fork-in-the-road decision, wants to stress-test an idea, or needs to think through consequences before committing.","https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002Fwhat-if-oracle\u002FSKILL.md",[],[193,194,195,36,196,197,198,199,200,35,201,202,30,203,204,205,206,207,208,209],"oracle","what if oracle","test","ux","futures","risk","analysis","explore","branch","question","exploration","options","stress-test","strategies","trigger","case","multi",{"skillNo":211,"name":212,"nameZh":6,"description":213,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":214,"categories":215,"keywords":219,"publishedAt":39},"01M6EM08C06RGDYCJ86HAPK0FF","vercel-react-best-practices","React and Next.js performance optimization guidelines from Vercel Engineering. This skill should be used when writing, reviewing, or refactoring React\u002FNext.js code to ensure optimal performance patterns. Triggers on tasks involving React components, Next.js pages, data fetching, bundle optimization, or performance improvements.","https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002Fvercel-react-best-practices\u002FSKILL.md",[216],{"categoryNo":217,"categoryName":218,"taxonomyType":131,"taxonomyTypeDesc":132},"01JBSEEDCAT000000000000009","前端开发",[220,221,222,223,224,225,226,227,228,229,230,231,232,145,233,234,235,236,237,154],"react","vercel react best practices","best practices","react best practices","vercel","writing","performance","components","react components","guidelines","tasks","code","Optimization","Next.js","refactoring","performance optimization","next","pages",{"skillNo":239,"name":240,"nameZh":6,"description":241,"descriptionZh":6,"repositoryFullName":8,"ownerLogin":9,"ownerAvatarUrl":10,"ownerAccountNo":11,"ownerDisplayName":12,"repositoryNo":13,"starsCount":14,"licenseSpdxId":15,"licenseFileUrl":6,"sourceHtmlUrl":242,"categories":243,"keywords":254,"publishedAt":39},"01M6EM00S13326QM08DTM94J6Z","venue-templates","Access comprehensive LaTeX templates, formatting requirements, and submission guidelines for major scientific publication venues (Nature, Science, PLOS, IEEE, ACM), academic conferences (NeurIPS, ICML, CVPR, CHI), research posters, and grant proposals (NSF, NIH, DOE, DARPA). This skill should be used when preparing manuscripts for journal submission, conference papers, research posters, or grant proposals and need venue-specific formatting requirements and templates.","https:\u002F\u002Fgithub.com\u002Flevalencia\u002Fagent-god-mode\u002Fblob\u002Fmain\u002Forganized-skills\u002Fvenue-templates\u002FSKILL.md",[244,247,250,251],{"categoryNo":245,"categoryName":246,"taxonomyType":131,"taxonomyTypeDesc":132},"01JBSEEDCAT000000000000018","写作与文案",{"categoryNo":248,"categoryName":249,"taxonomyType":131,"taxonomyTypeDesc":132},"01JBSEEDCAT000000000000021","资料检索与研究",{"categoryNo":134,"categoryName":135,"taxonomyType":131,"taxonomyTypeDesc":132},{"categoryNo":252,"categoryName":253,"taxonomyType":139,"taxonomyTypeDesc":140},"01JBSEEDCAT000000000000036","内容创作者",[146,255,256,229,257,258,259,260,261,262,263,177,264,265,266,267,268,269,121,270],"venue templates","research","NeurIPS","ICML","LaTeX","science","Bash","access","read","edit","proposals","Academic","requirements","formatting","journal","chi"]