Agent Skills Directory

Use this skill when the user asks about Ni Haisha / 倪海厦 TCM course material, especially Shang Han Lun / 伤寒论, Jingui / 金匮要略, Zhongjing Xinfa / 仲景心法, clinical cases / 临床案例 / 倪师医案, Bagang Bianzheng / 八纲辨证, Fuyang Forum / 扶阳论坛, Yijinjing / 易筋经, Liang Dong dialogue / 梁冬对话倪师, Stanford lecture / 斯坦福大学演讲, Tianji / 天纪 / 易经 / 阳宅 / 紫微斗数, Huangdi Neijing / 黄帝内经, Shennong Bencao / 神农本草, acupuncture / 针灸, meridians, acupoints, acupuncture depth safety / 危险进针深度 / 气胸风险, six-channel pattern identification, symptom-to-formula routing, formula comparison, lesson review, board/PPT screenshot evidence, or course-derived study notes. This skill is for educational distillation and study support only, not medical diagnosis, prescriptions, dosage, individualized treatment, or self-administered acupuncture.

Use TypeUI with Grok to access project design skills, brand kits, UI prompts, and layout variations through the TypeUI MCP server when creating or refining user interfaces.

Use TypeUI with Hermes Agent to access project design skills, brand kits, UI prompts, and layout variations through the TypeUI MCP server when creating or refining user interfaces.

Use TypeUI with OpenClaw to access project design skills, brand kits, UI prompts, and layout variations through the TypeUI MCP server when creating or refining user interfaces.

Universal UI/UX design principles covering visual hierarchy, interaction laws, typography foundations, and WCAG accessibility requirements. Use when making design decisions not covered by a specific design system, validating principle compliance, or resolving conflicts between aesthetics and accessibility. Design-system-agnostic and applies to every surface.

Regenerate QualityLayer website and README screenshots from the source App after its UI changes, or when refreshing the developer example gallery.

Designs and audits who can reach what — authentication, authorization models, privileged access, service credentials, and joiner-mover-leaver process. Use this to design a permissions model, run an access review, reduce standing privilege, handle offboarding, set up SSO or MFA, manage service and machine credentials, or diagnose why permissions have sprawled.

Concentrates marketing and sales effort on a named set of accounts rather than on volume — qualifying whether the model fits your economics at all, building the account list and the buying group inside each, tiering effort against account value, coordinating so the account experiences one campaign rather than several, and measuring account progression instead of leads. Use this to decide whether to run an account-based program, build one, or work out why an existing one produces activity and no pipeline.

Gets new users from signup to first real value — signup flow, onboarding, time-to-value, and the early experience that determines whether someone becomes a user or a lapsed account. Use this to design or fix signup and onboarding, diagnose why signups do not convert to active use, reduce time-to-value, or decide what a new user must accomplish first.

Designs orchestrator-and-subagent hierarchies for a repository — splitting agents by exclusive write surface, pairing every producer with an independent auditor, and enforcing the split with a script that runs in CI. Use this whenever the user wants to set up, expand, audit, or fix a multi-agent or subagent structure for a codebase; asks how to divide work between agents; wants agent charters, roles, or a surface map written; or is hitting agents that collide on the same files, review their own work, or drift from their remit. Also use when sizing a roster or deciding whether a new agent is justified.

Governs models and AI systems in production — intended use, evaluation, monitoring, human oversight, documentation, and the decision to deploy or retire. Use this before deploying a model or AI feature, when defining evaluation criteria, when a model's behavior has drifted, when assessing AI risk or regulatory exposure, or when deciding whether an AI system is fit for a consequential decision.

Produces executive-level research — market sizing, competitor mapping, trend analysis, and strategic intelligence — grounded in cited sources with the confidence in each claim made explicit. Use this to analyze a market or industry, map competitors, evaluate a market-entry or build-versus-buy decision, produce a research brief, or assemble evidence for a decision. Also use when comparing options that need a structured, evidence-based verdict rather than an opinion.

Optimizes for AI assistants and AI-generated answers — being retrievable, being cited, and being represented accurately when a model answers on your behalf. Use this when traffic is shifting from links to AI answers, when a brand is misrepresented or absent in AI responses, when planning content for retrieval rather than ranking, or when deciding how AI search changes an existing SEO program.

Improves visibility and conversion in the App Store and Google Play — metadata, keywords, screenshots, ratings, and the listing experience that turns an impression into an install. Use this to audit or optimize an app listing, plan a launch listing, diagnose poor install conversion, or improve store search visibility.

Protects and restores data — backup coverage and scope, retention, immutability against ransomware, and proving restores actually work. Use this to design a backup regime, verify restores, plan retention, protect backups from ransomware, or recover from data loss.

Applies decision science and cognitive bias research to marketing and product decisions — how people actually choose under uncertainty, and how framing, defaults, sequencing, and social context change behavior. Use this to diagnose why a well-argued offer is not converting, to structure choices and pricing presentation, to design an experience around how attention and memory work, or to pressure-test whether a persuasion tactic is legitimate or manipulative.

Designs and runs employee benefits and leave — health and retirement plans, leave policy, cost and renewal, and the administration that keeps them compliant. Use this to design or review a benefits package, prepare for a renewal, write leave policy, handle a leave request, or decide what benefits are worth their cost.

Ensures projects deliver the value they were approved on — defining measurable benefits, baselining, tracking after delivery, and honest post-implementation review. Use this to define benefits for a business case, set a baseline, track whether value actually landed, or run a post-implementation review that produces something useful.

Defines and applies visual brand — logo usage, palette, typography, imagery direction, and the guidelines that keep expression consistent across product and marketing surfaces. Use this to establish a brand from scratch, audit whether an existing brand is being applied consistently, build brand guidelines, or decide how a brand should express itself in an unfamiliar format.

Captures how a person or brand actually writes and turns it into reusable voice instructions every other content skill draws from. Use this before drafting any content for a new brand or client, when output keeps coming back sounding generic, when several writers need to sound like one, or when a voice needs defining without existing samples to learn from.

Runs the planning cycle — annual budget, rolling forecast, consolidation of business unit inputs, and the variance analysis that explains actuals against plan. Use this to build or challenge a budget, run a forecast cycle, consolidate departmental submissions, explain why results diverged from plan, or improve forecast accuracy.

Plans for operating through disruption — impact analysis, recovery objectives, continuity plans, and the exercises that prove they work. Use this to run a business impact analysis, set RTO and RPO, write or test a continuity plan, prepare for a supplier or site failure, or answer a customer's resilience questionnaire.

Finds the single constraint currently limiting a business's growth and the highest-leverage moves against it, rather than producing a list of everything that could be improved. Use this when growth has stalled or slowed, when deciding where to spend limited time or budget, when revenue rises but profit does not, when prioritizing growth initiatives, or when a business feels busy without compounding.

Builds reporting and self-serve analytics that people actually use — metric trees, dashboard design, distribution, and the discipline that stops dashboards proliferating. Use this to build a dashboard or report, design a metrics framework, set up self-serve analytics, decide what to measure, or diagnose why reporting exists but nobody uses it or trusts it.

Matches operational capacity to expected demand — forecasting load, sizing teams and systems, managing queues, and deciding when to add capacity. Use this to plan staffing for expected volume, diagnose a queue that keeps growing, size support or fulfillment capacity, or decide whether a bottleneck needs more capacity or better flow.

Evaluates where to spend limited capital — investment appraisal, hurdle rates, payback, and comparing proposals that are not alike. Use this to evaluate an investment or major purchase, compare competing funding requests, set a hurdle rate, decide between building and buying, or review whether past investments delivered what was claimed.

Decides how the business is financed and what that financing then requires of it — debt versus equity, weighted average cost of capital as a hurdle rate, how much leverage cash flow can carry, and the financial, affirmative and negative covenants, definitions, test dates and cure rights that come attached. Use this to evaluate a financing option, set an investment hurdle, check whether a planned decision will trip a covenant, or work out what a lender can do when one breaks.

Pressure-tests a decision, plan, or idea before it is committed to — surfacing the assumption it rests on, the case against it, and what would have to be true for it to work. Use this when weighing options, when a plan needs challenging before commitment, when you have already decided and want a genuine gut check, when processing meeting notes into decisions, or when competing initiatives need ranking. Distinct from `chief-executive`, which owns direction; this one interrogates a specific decision.

Gets people to actually use what was delivered — stakeholder analysis, communication, training, resistance, and measuring adoption. Use this to plan a rollout, recover an implementation nobody is using, handle resistance to a change, sequence communications, or work out why a technically successful project changed nothing.

Runs content as an operation — the production pipeline, editorial calendar, repurposing engine, competitive content intelligence, and audits of what already exists. Use this to build or fix a content production system, plan a calendar, decide how one piece becomes many, rank content ideas by expected impact, or audit an existing library for what to update, consolidate, or retire. For deciding what territory to own and why, use `content-strategy` first.

Owns the customer's experience after the sale — support, success, escalation, and the feedback loop back into product. Use this for a decision spanning support and product, when service quality and cost are in tension, when deciding what to staff or automate, when a customer relationship is at risk above the account-manager level, or when nobody owns a recurring customer problem.

Owns data as an asset — governance, quality, the warehouse and semantic layer, analytics capability, and the governance of models built on top. Use this for a decision about how data is collected, stored, defined, or shared; when numbers disagree between teams; when deciding what to build in-house versus buy; when standing up a data function; or when an AI or model decision needs governance rather than engineering.

Sets direction, allocates capital and attention, and makes the calls no one else can make. Use this when a decision spans more than one function, when priorities conflict and something must be cut, when a plan needs pressure-testing before commitment, or when the question is what the organization should do rather than how to do it. Also use to route a request to the right executive when it is unclear who owns it.

The CIO's remit — running the technology the company works on, service quality, IT spend, and the boundary with product engineering. Use this to set IT priorities, decide what IT owns versus engineering, structure IT spend or an IT roadmap, judge whether to build, buy or outsource, or work out why IT is seen as a cost center rather than an enabler.

Owns the security posture of the organization — architecture, program strategy, risk acceptance, incident command, and the authority to stop work that creates unacceptable exposure. Use this for a security strategy or program decision, when a technical choice creates security risk that needs a verdict, when deciding whether to accept or block a risk, when standing up a security function, or when security and delivery priorities conflict and someone has to decide.

Owns legal, contracts, intellectual property, regulatory compliance, privacy, security governance, enterprise risk, and audit readiness. Use this to review a contract or commitment, assess regulatory or privacy exposure, evaluate an IP or licensing question, judge the risk in a business decision, prepare for an audit or certification, or when a plan may create obligations the business cannot meet. Also use to decide whether a risk should be accepted, mitigated, or refused.

Owns brand, demand generation, content, communications, and how the market understands what the business does. Use this to set marketing strategy, allocate budget across channels, decide positioning and messaging, judge whether a campaign is worth running, diagnose why demand has stalled, or arbitrate between brand-building and short-term acquisition. Also use to decide which marketing work to stop.

Owns where the business plays and how it wins over a multi-year horizon — portfolio choices, corporate development, strategic partnerships, and planning under uncertainty. Use this for a decision about which markets or businesses to be in, whether to build, buy, or partner, how to allocate capital across business lines, or when a long-horizon bet needs framing. Distinct from `chief-executive`, which arbitrates present-quarter conflicts.

Administers the cloud the company runs on rather than the one it sells — tenant and subscription structure, the SaaS estate and who owns each app, identity as the real perimeter, cloud spend that arrives as a surprise, and what the provider does not do for you. Use this to structure subscriptions or tenants, get control of sprawling SaaS, cut a cloud bill, work out who owns an application nobody admits to buying, or decide what corporate workloads belong in cloud at all.

Administers the email, chat, meeting and file-sharing platform the organization runs on — tenant and domain configuration, mail authentication and routing, phishing and spam controls, shared mailboxes and distribution groups, external sharing and guest access, permission sprawl in file storage, and retention and legal hold. Use this to configure a tenant, tighten sharing, investigate a mail delivery or phishing problem, or work out who can see a file and why.

Builds and maintains the leveling framework and pay structure — level definitions, salary bands, benchmarking, pay equity, and how raises and promotions are decided. Use this to design or revise leveling, set or adjust salary bands, benchmark against market, handle a compensation request or counteroffer, run a review cycle, or diagnose pay compression and equity issues.

Decides what content to make and why — topic territory, format mix, cadence, and how content connects to a business outcome rather than to traffic. Use this to plan a content program, choose topics, build an editorial calendar, decide which formats and platforms to commit to, or diagnose why content is producing audience but not results.

Reviews and negotiates commercial agreements — MSAs, SOWs, order forms, NDAs, vendor and data-processing agreements — identifying material risk, proposing positions, and recommending a path rather than listing issues. Use this to review a contract before signature, prepare a negotiation position, build fallback positions and approval thresholds, or assess exposure in terms already agreed.

Maintains the corporate record and the governance machinery — entity records, board and committee support, resolutions and minutes, delegations of authority, insurance, and business continuity. Use this to prepare board or committee materials, record a decision that needs to be minuted, set or check approval authority, review insurance and continuity coverage, establish a retention policy, or work out where a responsibility belongs when it falls between functions.

Establishes what something actually costs — fixed, variable and mixed cost behavior, absorption versus variable costing, job-order, process and activity-based methods, breakeven and operating leverage, and price/volume/mix decomposition. Use this to set a price floor, explain why revenue or margin moved, decide make versus buy, judge whether a product line earns its place, or work out how an allocation basis is distorting a reported margin.

Takes a new customer from signature to working — setting a definition of live that both sides agreed before the contract was signed, planning and staffing the implementation, running data migration and integration realistically, training the people who will actually use it, and handing over to the ongoing relationship. Use this to design an onboarding motion, rescue a stalled implementation, work out why customers who bought never went live, or scope the services a deal actually needs.

Plans, runs, and synthesizes customer research — interviews, surveys, win-loss analysis, and message testing — into findings that change decisions. Use this when the customer is being guessed at, before positioning or a major launch, when churn or conversion has an unexplained cause, or when a team is arguing from anecdotes. Also use to turn raw interview notes into usable findings.

Runs the ongoing relationship with accounts after the sale — segmenting coverage against account value, building a health score that predicts rather than describes, running reviews customers find worth attending, forecasting renewals honestly, and finding expansion that follows usage instead of quota. Use this to design a customer success motion, decide who gets a named contact, work out why renewals surprise you, or fix a health score everyone ignores.