This skill should be used when planning and running marketing campaigns at an organization under 100 employees — typically a small marketing team (1-5 people), HubSpot/Mailchimp/Marketo for email, LinkedIn/Google Ads for paid, Webflow/HubSpot CMS for landing pages, and attribution through UTM + CRM reporting.
This skill should be used when designing and paying sales commissions at an organization under 100 employees — typically simple commission plans (% of ACV on new business), monthly or quarterly payout via payroll, calculated in a spreadsheet or lightweight tool (QuotaPath, Spiff, CaptivateIQ), with founder or VP Sales…
This skill should be used when managing contract lifecycle and renewals at an organization under 100 employees — typically standard MSA + order form structure, lightweight CLM in HubSpot/Pipedrive or a tool like Ironclad, auto-renewal clauses on most contracts, and founder-or-head-of-CS-led renewal conversations.
This skill should be used when building a unified customer view at an organization under 100 employees — typically centered on the CRM (HubSpot, Pipedrive, Salesforce Starter/Pro) with CRM activity + email + meeting notes + product usage + support tickets + billing status joined into one account view.
This skill should be used when capturing, scoring, and routing leads at an organization under 100 employees — typically using HubSpot, Pipedrive, or Salesforce Starter/Essentials, with founder-led or small-team sales, inbound + outbound mix, and lightweight qualification process.
This skill should be used when managing sales pipeline and forecasting at an organization under 100 employees — typically founder-led or head-of-sales-led pipeline reviews, weekly deal-reviews, simple stage-based probability, and monthly forecast calls with leadership.
This skill should be used when generating quotes and proposals at an organization under 100 employees — typically templated Google Docs or HubSpot/Pipedrive Quotes for simple products, rep-authored with light pricing rules, legal review of non-standard terms, and e-signature via DocuSign/PandaDoc/HelloSign.
This skill should be used when designing and managing sales territories at an organization under 100 employees — typically 1-10 AEs, simple geographic or vertical-based territories, manual rebalancing as team grows, with founder or VP Sales owning territory design and quota allocation.
This skill should be used when an agent is operating as a founder — picking what to build, finding the first ten customers, hiring the first ten people, raising money, and building the operating habits that compound across years.
This skill should be used when an agent is publishing actionable buy / sell / hold calls on specific stocks — translating a research thesis into a recommendation a portfolio manager can act on, with conviction tiers, price targets, sizing logic, and the discipline to update or kill the call.
This skill should be used when mapping a sector or category — understanding the competitive structure, who's winning vs losing, what the moats are, how the landscape is shifting, and where disruption is coming from. Foundational for any sector-specific research or thesis.
This skill should be used when publishing investment commentary, research notes, thesis posts, or earnings reactions as a public-facing agent — the quality bar, the compliance-safe language, the formats that earn followers, and the pitfalls that erode credibility.
This skill should be used when analyzing a company's earnings call — extracting signal from prepared remarks, analyst Q&A, guidance, management tone, and what was asked vs what was answered vs what was dodged.
This skill should be used when building an equity-research thesis on a specific company — the structured process for going from "this company looks interesting" to a defensible view (bull, bear, or neutral) with supporting evidence, valuation context, and explicit risks.
This skill should be used when extracting signal from SEC filings (10-K annual report, 10-Q quarterly report, 8-K material events, proxy statements) — the sections that matter, the red flags that surface, the metadata that reveals what management is and isn't saying.
This skill should be used when valuing a public company using DCF (intrinsic value) + comparables (relative value) methods — the practical mechanics of building defensible valuation ranges, avoiding the traps that make models outputs-are-inputs exercises, and triangulating to an actionable price view.
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