ingridleiria

linkedin-post-writer

Writes professional short-form posts of 120 to 300 words carrying one idea and one piece of evidence in the author's own voice, with a first line that is a plain statement rather than a hook, real paragraphs rather than the broken-line format, and a close that states the point once instead of asking for comments. Also adapts a newsletter issue, a paper, a launch or a piece of work into a post that stands alone for readers who will never click. Use this skill whenever someone asks to write a LinkedIn post, announce something publicly, share an article, a paper, a milestone or a new role, "post about this", "put something up about it", turn an issue or a report into a post, or asks whether a draft post is any good; and for any short professional social writing under a person's own name.

newsletter-post-writer

Writes and rebuilds long-form posts of 1,200 to 3,500 words that open on a concrete scene, argue one claim with named evidence and a stated analytical lens, answer the strongest objection, and end on the point rather than on an uplift line. Enforces one idea per post, a source in the sentence that makes each claim, headers that state claims instead of topics, and a close that returns to the opening. Use this skill whenever someone asks to write, draft, restructure, salvage or edit a newsletter issue, Substack post, blog post, essay or opinion piece; says "turn these notes into a post", "this draft sounds generic", "I want to write about X this week", "what should this week's issue be", or pastes research and asks what to do with it; and for any long-form public writing that will carry an individual's name.

chief-of-staff-by-stage

Diagnoses which operating stage a company is actually at, then routes the Chief of Staff role to the right playbook and writes the charter that scopes it. Produces a diagnosis from five observable signals rather than from the last round raised, a named archetype, a charter covering what the role owns, decides alone, escalates, stops and transfers, and a plain statement of any mismatch between the role being offered and the company that exists. Use this skill when scoping or hiring a Chief of Staff, when someone is starting in the role, when a round or a merger has changed the company's size, when a Chief of Staff cannot say what they own, when a founder asks what to use theirs for, or when someone says the role is not working and nobody can say why.

external-insights

Gathers, verifies, and synthesises outside-in intelligence on a company, person, industry, or trend, and delivers a sourced insight brief rather than a pile of links. Enforces the standard that every fact carries a named source and a date in the same line, that load-bearing numbers are two-sourced or visibly marked as single-sourced, and that what a company says about itself, what a third party reports, and what has been inferred never blur into one another. Use this skill whenever someone asks to research a company, prepare for a meeting with an external party, understand what is happening in an industry, monitor a competitor or a client, find signals before a pitch, build background for a leader before a call, or says "what is going on with them", "brief me on", "find out what they are doing", "what are people saying about", or "have a look at this company before Thursday". Trigger for any request to bring outside information into an internal decision, and always before outreach, pitches, and partner meetin

financial-model-builder

Builds and audits driver-based financial models in a spreadsheet, covering three-statement, operating, unit-economics, and runway models, with every assumption in a labelled input cell, one scenario switch that moves every output, a visible checks block, and a reconciliation cell that reads zero. Enforces the rule that no number exists anywhere except as a labelled input or a live formula, so any output traces back to its drivers in under two minutes. Use this skill whenever someone wants to build, extend, or check a financial model, budget, cash flow projection, runway model, unit economics, or business case in a spreadsheet, or says model this out, what does the profit and loss look like if, build me a scenario, check my model, how long is our runway, sanity check these numbers, or asks what happens to the plan when one assumption moves. Trigger for any spreadsheet whose purpose is projecting money over time.

market-research

Produces sized, sourced, decision-ready market and competitive analysis rather than a collection of facts. Builds every market size twice, top-down and bottom-up, reconciles the two, separates the total market from the serviceable slice from what could realistically be won, maps competitors on evidence with pricing and dated strategic moves, and enforces the standard that every number carries a source and a year in the same line and that nothing is fabricated. Use this skill whenever someone asks to research a market, size a market, work out the total addressable market, analyse competitors, evaluate a new segment or geography, assess an acquisition or partnership target's market, prepare the market section of a board deck or fundraising material, or says things like "what does the market look like", "who else does this", "is this worth entering", "how big could this be", or "look into this space". Trigger for any request to gather external business information that will feed a decision, even when the ask is

outreach-email

Writes one-to-one business outreach that earns a reply, by putting verified research before the writing and the reader's situation before the sender's offer. Produces a five-line research note in which every fact is either verified in this session or labelled as an assumption, a message shaped to its type, an ask small enough to say yes to, and where the situation genuinely has two goals a second labelled variant. The standard it enforces is that no claim about the reader or their organisation goes out unverified, and that the sender must be able to state honestly why this message is relevant now. Use this skill for a cold email, a warm introduction, a follow-up after a call, a re-engagement note after silence, an executive-to-executive message, or a message on a professional network; when someone says reach out to, draft an email to, follow up with, personalise this, or pastes a prospect profile. Trigger for any one-to-one message to an external person, however short.

revenue-forecast

Builds and maintains the revenue number for the current year and quarter, assembled in four layers of decreasing certainty from contracted revenue through renewals, pipeline conversion, and unidentified run-rate, checked against delivery capacity, presented as a range with named assumptions, and carrying a bridge that explains every change since the last version. Enforces the standard that no figure enters the forecast without a contract, a measured rate, or a labelled assumption behind it, and that the forecast is reconciled to plan and to actuals on a fixed cadence. Use this skill whenever someone asks to build or update the revenue forecast, reforecast the year, reconcile bookings to plan, explain a forecast miss, prepare the forecast page for a board or leadership meeting, or says where will we land this year, update the number, how confident are we, what changed since last month, are we going to make plan.

content-quality-gate

A nine-check pass or fail gate that every piece of buyer-facing content must clear before it ships, covering audience specificity, problem-first framing, the belief it advances, the method it reflects, the shift it shows, terminology fidelity, sourced proof, human voice, and a single call to action. Use this skill whenever the user asks to draft or review a LinkedIn post, email, blog, proposal, deck, landing page, one-pager, or any external content; whenever they ask whether a draft is ready to ship, on brand, or good enough; and as the final check after any other skill has produced a draft. Trigger on "QA this", "is this ready", "does this pass", "brand review", and "make this sharper".

human-voice-editor

Edits prose so it reads as written by a person who knows the subject, without lowering the register. Removes the punctuation, vocabulary, rhythm and structural tells of generated text, restores the agents, numbers and examples the draft gestures at, repairs sentence variety against the author's own samples, and returns a change report with counts so the next draft needs less work. Ships a mechanical dash check that reports and refuses to repair. Use this skill whenever someone says a draft sounds like AI, sounds generic, sounds robotic, sounds like a press release, does not sound like them, or asks to humanise, tighten, polish, or make something read naturally; as the final pass on any post, email, memo, report, chapter or paper that will carry a person's name; and when a draft shows the tells even though nobody mentioned voice.

weekly-review-and-planning

Runs a personal weekly review and plans the coming week for someone carrying more than one serious commitment, such as a demanding role plus a doctorate, a job plus a venture, or a leadership role plus caring responsibilities. Closes the week honestly against what was planned, counts the hours actually available, protects one deep-work block per commitment before anything else, merges deadlines across commitments six to eight weeks out, and writes down what will not get done. Produces a one-page plan and a running review log that makes the pattern visible over months. Use this skill whenever someone asks to plan or review their week, says "I have too much on", "I do not know what to focus on", "the thesis keeps slipping", "help me get on top of things", wants to balance two commitments, is deciding what to drop, or at the start or end of any week.

ai-adoption-program

Runs the adoption of AI inside an organisation as a sequenced programme rather than a scatter of tool purchases. Produces a capability audit of where the work and the time actually sit, a shortlist of two or three pilots each with a baseline measured before anything starts and a stop threshold agreed in advance, a one-page usage policy naming the data categories and the decisions that must stay human, a procurement test run against real tasks with known answers, a fluency programme measured by task rather than by licences, and a quarterly report that carries the failures as prominently as the wins. Use this skill when someone asks which AI tools to buy, wants an AI policy or an acceptable use rule, has been asked by a board or an investor what the AI strategy is, is evaluating an AI vendor, wants to know why last year's tool purchase changed nothing, says the team is already using these tools and nobody knows what data is going into them, or asks how to measure whether any of this is working.

ceo-communications

Drafts communications delivered under a senior leader's name so that they sound like the leader and answer the audience's real question rather than the sender's. Produces a reusable voice note built from samples of how the leader actually writes and speaks, a message decision recorded before any drafting, the draft itself, a question and answer sheet covering what the leader hopes nobody asks, and a sequencing plan for who hears what when. Use this skill when someone asks to draft an all-hands script, a company announcement, an internal memo on strategy or change, a note to the team after a win or a setback, talking points for an interview or a panel, or a thought-leadership piece; when they say the CEO needs to communicate something, needs talking points, needs to explain a reorganisation, or wants this ghostwritten in their voice; and for any message that will go out under a leader's name rather than the author's.

customer-interview-synthesis

Turns a pile of customer, user or stakeholder interviews, call transcripts, survey responses and support tickets into findings that can carry a decision. Produces a coverage statement naming the gaps, a coded corpus where every tag keeps its verbatim, themes reported on both frequency and intensity, the contradictions and the absences rather than an average, five to eight findings each with counts, quotes, segment pattern and a confidence level, and implications tied to the decision the research serves. Use this skill when someone has interview notes and asks what they say, wants research synthesised, needs a findings readout, asks what customers told us, wants calls summarised, wants to move from anecdotes to evidence before a roadmap, pricing or positioning decision, or says everyone has a different view of what the customers want. Trigger for any qualitative input from more than two sources.

decision-memo

Writes the one-page memo that ends a decision instead of scheduling another meeting about it. Produces a closed question, options including doing nothing, a recommendation stated before the analysis, an explicit reversibility judgement that sets how much analysis the decision deserves, one named decider with a tie-break rule, a date with a default, and a decision log entry. Use this skill when a choice has to go to a leader or a group, when the same question keeps returning to the same meeting, when someone asks for a recommendation or a business case for a choice, when a decision needs recording so it stays decided, or when someone says they need to get sign-off on something.

cos-at-seed

Runs the Chief of Staff role at a seed-stage company of roughly five to thirty people, where almost nothing exists and the founder is personally the routing table for every decision. Produces a ninety-day plan, a founder time ledger showing what was taken back, six crude artefacts built in a fixed order, and a transfer register naming who will own each one later. Enforces speed over elegance and refuses the frameworks the company is too small to carry. Use this skill when operating, scoping or advising the role at seed or pre-Series A, when a founder asks what their first operations or business hire should actually do, when someone has just started as the first non-technical hire at a very small company, or when a founder says everything runs through them and they cannot get to the important work.

cos-at-series-a

Runs the Chief of Staff role at a Series A company of roughly thirty to a hundred people, where the systems built at twenty are quietly failing and the first functional leaders have arrived to own work the role currently holds. Produces an ownership inventory sorted into transfer, keep and stop with dates, a handover register, a dependency ledger naming who owes what to whom, a rebuilt operating cadence, and the company's first properly reconciled planning cycle. Use this skill when operating or advising the role after a Series A, when a company has just crossed thirty or sixty people, when work keeps dying between two teams, when the previous way of working has visibly stopped fitting, or when a Chief of Staff is holding work that a newly hired leader should own.

cos-at-series-b

Runs the Chief of Staff role at a Series B company of roughly a hundred to three hundred people, where a functional leadership team exists and the role stops owning functions and starts producing the view none of them can produce alone. Produces a monthly one-page synthesis that reconciles the functional reports against each other and against the plan, names the contradictions with the person who can resolve each one, and tracks them to closure. Also covers the second management layer, the quarterly cull of legacy process, and the planning cycle at this scale. Use this skill when operating or advising the role at Series B, when a company has crossed a hundred and fifty people, when the chief executive is receiving reports that do not add up, or when the role has become a very senior project manager and needs to become something else.

cos-at-series-c

Runs the Chief of Staff role at a Series C company of roughly three hundred to a thousand people, where the role carries one or two named mandates and the company is professionalising fast enough to lose the speed that got it here. Produces a written mandate with a twelve-month test, a programme spine with milestones and a steering rhythm, an admission test every new process must pass before adoption, a governance calendar built backwards from statutory dates, and a defended list of decisions that stay fast. Use this skill when operating or advising the role at Series C or equivalent scale, when a company is professionalising, when the role is being scoped around a transformation, an integration or a market entry, or when approvals have multiplied and nobody can say what a decision now costs in weeks.

cos-at-series-d

Runs the Chief of Staff role at a late-stage company, Series D and beyond including listing or transaction readiness, where the role decides in the chief executive's name inside written limits. Produces a delegated authority instrument with thresholds and an escalation path, a log of every decision taken in that name, a readiness register that treats listing or sale preparation as a continuous state rather than a project, common metric definitions that reconcile across business units, a succession picture the board can be shown, and a planned ending for the role itself. Use this skill when operating or advising the role at a large late-stage private company, during preparation for a listing or a sale, when the role has become a proxy rather than an adviser, or when a Chief of Staff is making decisions nobody has written down that they can make.

structured-problem-solving

The structured problem solving method used in strategy work, applied to any messy business question. Produces a closed problem statement, a mutually exclusive and collectively exhaustive tree, a day-one hypothesis written to be attacked, a workplan where every analysis is one that could change the recommendation, ghosted exhibits before the analysis is built, and a synthesis written answer first with titles that carry the argument. Enforces the standard that no claim reaches the page without a number, a source, or a visible label saying it is an assumption. Use this skill whenever someone asks to think through a problem, structure an argument, compare options, build a recommendation or a business case, size something, work out why a metric moved, or says their chief executive asked them to look into something, to have a view by Friday, or to work out what is going on with a number. Trigger on any vague business question, which is exactly what it exists to structure.