Skills to think with, not build with.

Plans, comp models, pricing calls, and board math. The strategic work a revenue leader brings to their agent, written by operators who have run it.

17 skills, curated by hand.

RevOps2

Sam Jacobs

Founder & CEO @ Pavilion

Profitable efficient growth

Use this skill when a founder, revenue leader, CFO, or RevOps team is heading into annual planning, a board meeting, or a fundraise; is debating whether to pour more fuel on acquisition or fix the model first; needs a reality check on a 'growth at any cost' reflex; or asks anything about unit economics, CAC payback, NRR, burn multiple, Rule of 40, magic number, growth efficiency, or GTM budget allocation — even if they never say the word 'scorecard'. Builds a board-ready Profitable Efficient Growth (PEG) scorecard: computes the unit-economics picture from the company's own numbers, grades each metric against Sam Jacobs' PEG benchmarks, diagnoses whether the engine is scale-ready or leaking into a cash trap, and recommends how to allocate the next dollar of GTM spend using the 60/30/10 tranche strategy.

Pricing35

Manny Medina

Founder & CEO

AI pricing model picker

Use this skill when the user is deciding how to price an AI agent product — "how should we price our agent," "per seat or per outcome," "usage-based vs outcome-based," "what do we charge for this agent." Input is what the agent does plus the target budget it displaces; output is a recommended pricing model (per agent, per action, per workflow, or per outcome), a tier structure, and defensible pricing anchors. Built on Manny Medina's four-model framework from analyzing pricing across 60+ AI agent companies at Paid.

Sales30

Kevin "KD" Dorsey

CRO

Sales playbook foundations

Use this skill when a sales team has no written playbook, when success lives in one leader's head, when onboarding is inconsistent, or when the user says "we need a playbook", "document our sales process", "what should be in our playbook", or "reps ramp too slowly". It produces the playbook skeleton — the five P's in the right order — and a fully drafted People section, the part almost every playbook is missing.

Positioning1

Mike Heller

Partner @ Floodgate

Market architect

Find the structural, non-product move that could let your company own its market, then pressure-test it in a built-in second pass that sharpens ideas rather than shrinking the list. Built on the market-architecture lens of Mike Heller (Floodgate). Use whenever a founder wants bold strategy ideas for their own company or asks how to restructure or create a market rather than enter one.

RevOps31

Rutger Katz

Founder @ Neon Triforce — AI-Ready Revenue Systems

GTM planning and org design

Go-to-market planning, org design, territory design, and capacity planning for B2B revenue teams. Use when the user mentions GTM planning, go-to-market, GTM motion, territory design, org design, sales org, team structure, capacity planning, headcount model, hiring plan, ICP definition, PLG, product-led growth, sales-led, partner-led, channel strategy, named accounts, team ratios, SDR-to-AE ratio, or scaling the sales team. Also trigger when someone asks about entering a new market, redesigning territories, or planning next year's revenue org. If someone says 'how should I structure my sales team' or 'our territories don't make sense,' activate this skill. BOUNDARY: Covers team STRUCTURE, territories, and capacity. For comp plans and quotas, see gtm-compensation. For ICP BUILDING methodology (GAP method, interviews, thresholds), see icp-builder.

Positioning61

Luke Shalom

Founder & CEO @ Atticus

Category-of-one positioning

Use this skill when a founder or expertise-led business looks interchangeable in their market — price-shopped against cheaper options, described in the same words as competitors, winning on rates instead of authority. It runs the "Position" step of the Atticus Method and produces a category-of-one positioning package - a reframed problem, category-defining language the market ties to the founder, and expertise packaged as proprietary IP. It interviews the founder in their own words first — what's broken in their industry, why, and their fix — and asks for the ICP if it isn't already known, before reframing anything. Trigger phrases: "we sound like everyone else", "prospects compare us on price", "how do we differentiate", "positioning", "category of one".

ABM27

Emilia Korczynska

VP of Marketing @ Userpilot

LinkedIn ABM strategy planner

Use this skill when someone wants an ABM strategy, an ABM plan, a LinkedIn ABM campaign plan, help planning LinkedIn ads for account-based marketing, how much budget they need for ABM, how many ads or campaigns they can run, or an ABM budget and audience plan. The skill asks a few questions about goals, deal economics, budget and ICP, researches the company website, computes the funnel and budget math, and produces a personalized "[Company] LinkedIn ABM Strategy" document (HTML → PDF).

Sales0

Mike Heller

Partner @ Floodgate

Founder GTM audit

Use this skill when a founder shares sales call transcripts (pasted, or Granola, Gong, or Chorus exports) and wants feedback, a call review, or a full GTM audit of the sales motion, or asks for a read on a discovery call, demo, pricing conversation, follow-up email, or outbound sequence. Scales from quick feedback on one call to a prioritized audit across a quarter of calls, in the advisory voice of Mike Heller (Floodgate).

RevOps27

Rutger Katz

Founder @ Neon Triforce — AI-Ready Revenue Systems

GTM compensation design

GTM compensation plan design, quota setting, OTE structures, and benchmarking for B2B revenue teams. Use when the user mentions comp plans, OTE, on-target earnings, variable pay, commission structure, quota setting, accelerators, decelerators, SPIFs, clawbacks, sales compensation, SDR comp, AE comp, CSM comp, pay mix, commission rates, ramp periods, or comp plan modeling. Also trigger when someone asks about benchmarking GTM salaries, designing incentive structures, or fixing misaligned compensation. If someone says \"how should I pay my reps\" or \"what's a fair OTE\" or \"our comp plan isn't working,\" activate this skill. BOUNDARY: Covers how to PAY people. For org design and capacity, see gtm-planning.

RevOps24

Rutger Katz

Founder @ Neon Triforce — AI-Ready Revenue Systems

Revenue planning

Annual and quarterly revenue plan construction, top-down vs bottoms-up reconciliation, plan versioning, stretch goal handling, and FP&A-RevOps collaboration for B2B revenue teams. Use when the user mentions annual planning, revenue targets, capacity planning, planning calendar, stretch goals, plan versions, plan of record, reforecasting triggers, FP&A collaboration, or revenue reconciliation. Also trigger on 'we need to build our plan', 'our forecast and budget don't align', 'how do we set targets', 'what's our plan of record', 'we got a stretch from finance', 'when should we start planning', or 'we need to reforecast'. BOUNDARY: Covers plan construction, versioning, and reconciliation. For in-quarter/weekly forecasting mechanics, see revops-forecasting. For GTM structure and capacity mechanics, see gtm-planning. For compensation and quotas, see gtm-compensation.

RevOps23

Rutger Katz

Founder @ Neon Triforce — AI-Ready Revenue Systems

Revenue operating cadence

Revenue operating cadence: meeting architecture, data pyramid, and board reporting that turns strategy into execution. Use when the user mentions operating cadence, meeting cadence, forecast calls, pipeline review, QBR, board meeting, board deck, monthly business review, sales standup, deal review, meeting architecture, meeting agenda, revenue ceremonies, or structuring revenue meetings. Also trigger when someone asks about board deck structure, running forecast calls, fixing meetings that waste time, or getting accountability. If someone says 'our meetings are status updates' or 'the board keeps getting surprised' or 'nothing gets done,' activate this skill. BOUNDARY: Covers meeting structure and data inputs. For forecast methodology, see revops-forecasting. For metrics, see revops-metrics.

Events31

Dave Engel

Founder @ Confra

Conference recommendation

Recommends which conferences, trade shows, and vendor events a company should attend, exhibit at, or sponsor next. Use when the user needs to pick events for a field-sales or field-marketing motion, build a scored shortlist against ICP, justify event spend, or plan a conference calendar. Scores each event on ICP relevance, decision-maker accessibility, and buying mindset — and returns a ranked, tiered list, not a pile of famous names.

RevOps0

Jason Mesiarik

Founder & CEO @ Management OS

Board meeting prep

Use this skill when a CEO, CRO, or GTM leader is preparing for a board meeting, investor meeting, or operating review and needs the room to decide something. Produces a decision-first pre-read, an in-room agenda budgeted for discussion, a single primary ask framed as a decision brief, and a Q&A and director preparation brief. Use it for "board deck", "board prep", "board pre-read", "what should I ask the board for", "presenting GTM to the board", "investment case for the board", "first board meeting as a new CRO", or "the board keeps asking why we are not growing faster".

RevOps0

Jason Mesiarik

Founder & CEO @ Management OS

Investor update

Use this skill when a founder, CEO, or CRO is writing to investors, board members, advisors, or prospective investors between meetings: a monthly or quarterly investor update, a pre-board narrative, a bad-news note, a fundraise progress update, or a diligence answer. Produces an update that leads with one headline, reports a consistent metrics frame, names wins, risks, and specific asks, and passes an honesty check before it ships. Use it for "investor update", "monthly update to investors", "board update", "advisor email", "update for prospective investors", "how do I tell investors about a miss", "answer this diligence question", or "nobody replies to my updates".

Leadership0

Jason Mesiarik

Founder & CEO @ Management OS

Hiring scorecard

Use this skill when a founder, CEO, CRO, or hiring manager is making a hire where a miss would cost more than three times the salary: a first sales leader, CRO, CMO, co-founder, first-of-role hire, fractional executive, or key manager. Produces an outcome-based scorecard, a behavioral interview kit, a reference-check plan, and a decision package with a logged, reversibility- framed decision. Use it for "hiring scorecard", "interview kit", "should we hire this candidate", "evaluate a VP Sales candidate", "first sales hire", "co-founder evaluation", "two finalists, help me decide", or "our last sales leader did not work out".

Leadership0

Jason Mesiarik

Founder & CEO @ Management OS

Leadership development diagnostic

Use this skill when a CEO, CRO, sales leader, board, or investor needs an honest, evidence-based read on a leader and a plan that changes behavior. It checks the system before the person, measures where the leader's time actually goes against their stage, combines 360, direct observation, and a live practice test, delivers the diagnostic in a way the leader can hear, and ends in a readiness verdict and a 90-day sprint. Use it for "leadership assessment", "360 review", "development plan for my VP", "I am the bottleneck", "new manager struggling", "promoted to manager of managers", "is this leader ready for the next stage", or "should we promote, develop, or replace this leader".

Leadership0

Jason Mesiarik

Founder & CEO @ Management OS

Bench strength and succession

Use this skill when a CEO, CRO, sales leader, board, or PE operating partner needs to know whether the team could survive the loss of a key person, who is ready to step up, and what to do about the gaps. Produces a critical-role bench scorecard with single points of failure, an evidence-based performance and potential map, readiness calls for every successor, emergency coverage plans, and a talent review run with bias controls. Use it for "bench strength", "succession plan", "talent review", "9-box", "who replaces our VP Sales", "key-person risk", "are we too dependent on one rep", "high-potential list", or "board wants a succession plan".