Claude Skills
The open format is called Agent Skills and works in Claude Code, Codex, Cursor and other agents — most people know it as Claude Skills.
Every Agent Skill we could find on GitHub, deduplicated by content. 80 290 files from 1 781 authors, of which 62 619 are unique — the rest is the same skill repackaged into someone else's repository. For each one: what it weighs in tokens, whether it ships runnable scripts, and which MCP servers it needs.
Manages cash and liquidity — cash forecasting, runway, working capital, banking structure, and currency and counterparty exposure. Use this to build a cash forecast, extend runway, improve working capital, decide where cash should sit, or assess exposure to a bank, currency, or customer concentration.
Establishes whether the business makes money on each customer or unit — contribution margin, acquisition cost, payback period, lifetime value, and the cohort behavior underneath. Use this to assess whether growth is profitable, evaluate a channel or segment, support a pricing decision, judge how fast the business can afford to grow, or diagnose why revenue growth is not producing profit.
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.
Structures the tax questions a growing business faces — corporate income, sales and use, payroll, nexus, and the obligations created by hiring or selling somewhere new. Use this to work out what a new state or country obligates you to, prepare for a tax filing or audit, understand sales tax on your product, or check what a remote hire or new market triggers.
Manages laptops, desktops and mobile devices — enrollment, configuration, patching, software distribution, and lost or compromised devices. Use this to set up device management, standardize builds, roll out software or an OS upgrade, handle a lost device, or bring an unmanaged fleet under control.
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.
Executes joiner, mover and leaver processes — provisioning, group membership, access changes on role change, and complete deprovisioning. Use this to set up or fix joiner-mover-leaver, deprovision someone completely, clean up accumulated access, audit group membership, or find accounts that outlived their owners.
Tracks hardware and software assets through their life — procurement, ownership, licensing, refresh, and disposal. Use this to build an asset register, prepare for a software audit, plan a refresh cycle, control license spend, or dispose of equipment safely.
Designs and operates the corporate network — segmentation, remote access, wireless, DNS and addressing, and diagnosing network problems. Use this to segment a network, set up or fix remote access, diagnose intermittent connectivity, plan addressing or DNS, or assess whether the network's trust assumptions still hold.
Runs the IT service desk — intake, triage, prioritization, escalation, knowledge, and the metrics that improve service rather than distort it. Use this to set up or fix a service desk, design ticket priority and escalation, reduce repeat contacts, structure a knowledge base, or work out why a desk hitting its targets still frustrates everyone.
Runs servers and corporate systems — patching, configuration baselines, change control, capacity, and the routine that prevents incidents. Use this to establish a patching cadence, standardize server configuration, plan a maintenance window, decide change control for infrastructure, or clean up systems that have drifted from any known state.
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.
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.
Identifies, assesses, and tracks organizational risk — building and maintaining a risk register, scoring exposure, assigning owners and treatments, and preparing for audit. Use this to stand up a risk program, assess the risk in a decision or initiative, prepare for a certification or audit, decide whether a risk should be accepted, mitigated, transferred, or avoided, or report risk posture to leadership.
Assesses and improves how personal data is collected, used, shared, and retained — data mapping, lawful basis, consent, processor agreements, subject rights, and breach obligations. Use this before launching anything that handles personal data, when adding a vendor that will process it, when a data subject request arrives, when assessing exposure under GDPR or US state privacy laws, or when preparing for a privacy review.
Identifies which regulations apply and builds the program that keeps you inside them — obligation mapping, controls, monitoring, and responding to regulators. Use this to work out what applies to your business, stand up a compliance program, prepare for a regulatory exam or certification, respond to a finding, or assess exposure before entering a new market.
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.
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.
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.
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.
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.
Plans and runs events that produce pipeline — conferences, trade shows, webinars, field programs, and measuring whether any of it worked. Use this to decide whether to sponsor an event, plan a conference presence or webinar, design a field program, or work out why event spend is not producing pipeline.
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.
Designs a coordinated multi-channel campaign or product launch around one story — objective, message, channel sequencing, timeline, assets, and the checklist that gets it out the door. Use this to plan a launch or campaign, sequence a go-to-market push, pressure-test a campaign before committing budget, or turn a product change into a coordinated set of activity. For ongoing channel programs rather than a bounded push, use `marketing-planning`.
Builds the marketing plan of record — objectives, channel mix, budget allocation, sequencing, and the measurement that says whether it worked. Use this for annual or quarterly planning, when budget must be allocated or defended, when marketing activity feels busy but undirected, or when a plan needs pressure-testing before commitment.
Writes and edits marketing copy for any surface — homepage, product and pricing pages, ads, emails, and collateral — and sharpens existing copy that is not working. Use this to write or rewrite page copy, tighten a draft, fix copy that is vague or feature-led, adapt one message across formats, or review copy before it ships.
Writes and edits newsletters and marketing emails people actually open — subject lines, opening, structure, voice, and the conversion turn where there is one. Use this to draft or rewrite a newsletter or email, sharpen weak email copy, plan a newsletter's structure and cadence, write a sequence, or repurpose an issue into other formats. For automated lifecycle and SMS programs, use `lifecycle-messaging`.
Builds reach through other people's audiences — co-marketing partnerships, creator and influencer programs, community building, and affiliate arrangements. Use this to find and evaluate partners, structure a joint campaign or creator deal, plan a community strategy, or decide whether a partnership is worth the coordination cost.
Plans and executes earned media — press strategy, journalist outreach, announcements, commentary, and crisis response. Use this to plan a press push, write a pitch or release, find and approach the right journalists, prepare for an interview, decide whether something is newsworthy, or respond to a story going badly.
Writes, structures, and evaluates social posts end to end — hooks, body, formatting for how each platform renders, and a quality check before publishing. Use this to draft a post, rewrite one that underperformed, turn a longer piece into social content, sharpen an opening, or judge whether a draft is worth publishing.
Establishes what a product is understood to be, for whom, and instead of what — then turns that into the messaging every other surface inherits. Use this when messaging is inconsistent across channels, when prospects misunderstand what the product does, when entering a new segment, when competitors are being compared against you unfavorably, or before any campaign, launch, or site rewrite.
Plans and scripts short-form and long-form video, and designs the packaging — titles, thumbnails, and openings — that determines whether it gets watched. Use this to script a video, plan a series, fix retention or click-through problems, design thumbnail and title concepts, or turn written content into video.
Designs and directs the visual assets that carry content — carousels, infographics, quote graphics, diagrams, and social imagery — including the generation prompts where they are AI-produced. Use this to turn a written piece into a visual format, design a carousel or infographic, create social graphics, or fix visuals that are not stopping the scroll.
Plans, packages, and scripts long-form video for retention and channel growth — idea selection, titles and thumbnails, script structure, and diagnosing why a video or channel underperforms. Use this for video ideas, packaging, scripting, a retention teardown, or channel strategy — including when someone describes a topic and wants it turned into something publishable. For short-form and cross-platform video, use `video-content`.
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.
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.
Owns execution: how work actually gets done across the organization, including process, program management, capacity, vendors, supply chain, and service delivery. Use this when execution is the problem rather than strategy, to design or fix a process, to resolve cross-functional handoff failures, to plan capacity, to assess delivery risk, or when the same failure keeps recurring. Also use to decide whether to build, hire, or outsource a capability.
Runs the physical and hybrid workplace — space planning, leases, health and safety, office services, and the operational side of where people work. Use this to plan space, evaluate a lease or office move, set up a hybrid workplace, handle facilities incidents, or decide what office services are worth funding.
Designs, documents, and fixes operational processes — mapping the current state, finding where work actually stalls, redesigning the flow, and building controls that hold. Use this when the same failure keeps recurring, when a handoff between teams is unreliable, when onboarding a repeated task, when work takes far longer than the work itself, or when deciding whether to automate, standardize, or eliminate a process.
Buys well — specifying need, running competitive sourcing, negotiating, and category strategy before a contract exists. Use this to run an RFP or vendor selection, negotiate a purchase, consolidate spend across a category, decide between single and multiple suppliers, or bring uncontrolled spending under management.
Builds quality into operations — defining standards, catching defects at the right point, root cause analysis, and continuous improvement. Use this to reduce a defect or error rate, design quality controls into a process, run a root cause analysis, respond to a customer quality complaint, or set up quality metrics that drive behavior.
Defines and manages service levels — setting targets that reflect what customers need, measuring honestly, and handling breaches. Use this to write or negotiate an SLA, decide what to measure and at what threshold, respond to a missed service level, or work out why a service that meets its targets still has unhappy customers.
Manages the flow of goods and inputs — sourcing, inventory, lead times, fulfillment, and supply risk. Use this to reduce stockouts or excess inventory, plan for a supplier failure, decide reorder points and safety stock, improve fulfillment reliability, or assess concentration risk in a supply base.
Selects, contracts, and manages suppliers and vendors — requirements, evaluation, negotiation support, onboarding, performance management, and exit. Use this to choose a vendor, run a selection process, structure a service agreement's operational terms, manage an underperforming supplier, plan an exit or migration, or assess concentration and continuity risk.
Owns the organization itself: org design, hiring, performance, compensation, development, culture, and employee relations. Use this to design or restructure a team, plan hiring, write a role or leveling definition, handle a performance or compensation question, diagnose why a team is underperforming for non-technical reasons, or assess the people risk in a plan. Also use for onboarding design and retention of key staff.
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.
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.
Handles the difficult human situations — grievances, complaints, investigations, conflict, and separations conducted properly. Use this to respond to a complaint or grievance, structure an investigation, handle a conflict between colleagues, prepare for a difficult conversation, or work out what a manager can and cannot do in a given situation.
Designs and runs hiring — role definition, sourcing, interview loop design, structured evaluation, and the decision itself. Use this to open a role, write a job description or scorecard, design an interview process, prepare interview questions, calibrate a hiring decision, or diagnose why a hiring process produces poor outcomes.
Builds capability — skills gaps, career frameworks, training that transfers to the job, and internal mobility. Use this to design a career ladder, close a capability gap, decide whether to build or hire a skill, structure onboarding into a role, or work out why training keeps failing to change anything.
Designs the joining and leaving experience — first-day readiness, ramp to productivity, knowledge capture, and clean exits. Use this to design or fix onboarding, shorten time to productivity, structure a leaver process, capture knowledge before someone leaves, or coordinate the access and asset steps around a joiner or leaver.
Designs how an organization is structured — reporting lines, team boundaries, spans and layers, role definition, and workforce planning against the strategy. Use this to structure a new team, restructure an existing one, resolve unclear ownership between teams, plan headcount, or diagnose why a team underperforms for structural rather than individual reasons.
Plans the shape and size of the workforce — demand for roles, build-versus-buy, attrition, and sequencing hiring against budget. Use this to build a hiring plan, decide which roles to open and in what order, model attrition and backfill, plan for a growth or contraction scenario, or connect headcount plans to the budget.
Runs performance systems that change behavior — expectations, feedback, review cycles, calibration, and handling underperformance. Use this to design or fix a review process, run calibration, write or coach on feedback, address sustained underperformance, or work out why reviews consume weeks and change nothing.
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.
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.
The EPMO lead's remit — what the PMO governs, what it must never become, and how it earns standing rather than compliance. Use this to stand up or reform a PMO, decide what it should and should not control, judge whether it is adding value or overhead, or work out why teams route around it.
Manages delivery risk and cross-team dependencies — identifying, sizing, mitigating and escalating what could stop the work. Use this to build a risk register that gets used, manage dependencies between teams, decide what to escalate and when, or work out why the same risks keep materialising unmanaged.
Plans and drives cross-functional programs to delivery — scope, sequencing, dependencies, status, risk, and the escalations that keep work moving. Use this to run a multi-team initiative, recover a program that is slipping, build a delivery plan with dependencies, structure status reporting, or diagnose why cross-team work keeps missing dates.
Claude Skills — questions
Answers built from the skills we actually parsed.