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Convert PRDs to prd.json format for ralph-tui execution. Creates JSON task files with user stories, acceptance criteria, and dependencies. Triggers on: create prd.json, convert to json, ralph json, create json...
Guide for writing Drasi continuous queries using Cypher. Use this when asked to create, modify, or troubleshoot Drasi queries.
Act as a UI engineer to iterate on design details and produce production-grade frontend interfaces. Use when the user provides a PRD (Product Requirements Document) or an existing concept app and wants to refin...
Collaborative product ideation through dialogue. Behave as a critical, refined creative product designer. Use when users want to brainstorm product ideas, explore concepts, discuss features, or shape an MVP. Tr...
Write TypeScript and JavaScript code like a top engineer using functional programming principles. Use when writing new code, reviewing existing code, or refactoring TS/JS projects. Applies pure functions, immut...
Integrate coverport into Go repositories with Tekton pipelines to enable e2e test coverage collection and upload to Codecov. Use this skill when users ask to integrate coverport, add e2e coverage tracking, or s...
Evaluate opportunities by assessing Potential BEFORE Probability, then check Passion and Prowess. Prevents risk aversion from killing high-upside ideas.
A planning framework where the entire company operates off a single, rolling two-year roadmap with synchronized releases. Use when shipping frequently but customers aren't noticing, or when engineering and mark...
Use when deciding between a high-status opportunity and a riskier path that feels more aligned, when feeling trapped despite external success, or when auditing if your decisions serve your values or others' exp...
A chronological model of the buying process from the customer's perspective—First Thought, Passive Looking, Active Looking, Deciding, First Use, Ongoing Use. Align sales to customer psychology, not your funnel.
Use when traditional problem/solution pitches fail to differentiate, when teams are misaligned around messaging, or when entering Series B/scaling phases where founder-led sales no longer scale
Before setting outcome goals, identify your understanding level. If you don't know the levers, set a learning goal, not a revenue goal. Don't commit to outcomes you can't control.
Product-Market Fit is perishable in AI. LLM capabilities jump every 3 months, so you must pivot and reinvent your core value proposition quarterly. Accept high churn and throttle scaling for reinvention.
A document created by a leader that articulates their values, quirks, and expectations to accelerate mutual understanding with their team. Use when onboarding new team members or taking over a new team.
Use explicit tags (#fyi,
Use when meetings are dominated by the loudest voices, when seeking diverse perspectives on roadmaps or forecasts, or when groupthink is hindering decision quality
Treat company culture as a product you build for employees. Iterate on it using feedback loops (NPS), identify bugs, and evolve it—don't try to preserve a static version.
Restructure organizations by eliminating divisions and GMs, organizing strictly by function to reduce politics and ensure experts lead experts. Use when sensing slowdown, bureaucracy, or fracturing user experie...
Use when designing retention mechanisms, habit loops, or auditing why users drop off despite engaging with core features, to structure gamification beyond superficial badges
Use when defining new product lines or major pivots, when single PR/FAQ leads to tunnel vision, or when giving leadership real strategic choices instead of yes/no decisions
Use when decisions seem to require years to evaluate, when hiding behind long-term vision to avoid accountability, or when struggling to learn from venture/product bets in real-time
Use data to establish business observability (diagnosing problems) but use creative design thinking to solve them (treatment). Resolves the conflict between data-driven and intuition-driven product development.
To replicate startup speed in large companies, launch new products as separate legal entities (C-Corps) with distinct brands, reporting directly to the CEO, bypassing standard chains of command.
A metaphor for managing change—remain rooted in core purpose while being extremely flexible in tactics, absorbing storms of change without breaking. Use during pivots, restructures, or industry upheavals.
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