4 skills in Sales.
Alex Vacca
Founder & CEO @ Frontal
Use this skill when defining outbound strategy, training sales teams, or establishing GTM fundamentals. Core principles — scale what top performers do, signal-based outreach, lead with pain, segment don't over-personalize — plus multi-channel coordination and key mindsets on personalization, volume, timing, and messaging.
Rutger Katz
Founder @ Neon Triforce — AI-Ready Revenue Systems
Implement and operationalize proven sales methodologies across revenue teams, with deep SPICED qualification depth. Use when the user mentions SPICED, MEDDIC, MEDDPICC, BANT, Challenger, SPIN, Gap Selling, sales qualification, deal scoring, sales process design, pipeline qualification, discovery frameworks, deal review, sales coaching, rep onboarding, discount negotiation, discount objection handling, or pricing objections. SPICED depth includes full qualification scoring, buying committee mapping by persona, discovery call structure, pipeline stage gating, and canonical language patterns by customer cluster. Also trigger for structuring discovery calls, scoring deals, running deal reviews, handling discount requests, or operationalizing any sales framework. Covers methodology selection, CRM implementation, and discount negotiation playbooks. BOUNDARY: For change management see revops-change-management. For ICP building see icp-builder. For discount governance policy see deal-desk-operations.
Kevin "KD" Dorsey
CRO
Use this skill when sales call quality is inconsistent, coaching feedback is vague, reps and managers disagree on what a good call is, or the user asks to "build a call scorecard", "score this call", "review my rep's calls", or "make coaching more consistent". It builds behavior-based scorecards for each key conversation type (prospecting, discovery, demo, pricing, close) and uses them to score real calls, localize where reps get stuck, and run chunked practice. Also fires when the user pastes a call transcript and wants it graded.
Kevin "KD" Dorsey
CRO
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.