{"id":"6fd9e1bb-5970-4171-9d7b-0e310f10982f","shortId":"X3yATj","kind":"skill","title":"operating-cadence","tagline":"Design meeting rhythms, metric reporting, quarterly planning, and decision-making velocity for scaling companies. Use when decisions are slow, planning is broken, the company is growing but alignment is worse, or leadership meetings consume all time without producing decisions.","description":"# Operating Cadence\n\nThe meeting structure that worked at 30 people collapses at 100. What worked at 100 collapses at 300. The failure mode is always the same: too many people in too many meetings making too few decisions.\n\n## When to Use\n\n**Triggers:**\n- \"Our meetings don't produce decisions\"\n- \"We're growing but alignment is getting worse\"\n- \"How often should we meet?\"\n- \"Nobody knows what's happening across functions\"\n- \"Decisions take forever\"\n- \"Leadership is in meetings all day\"\n\n**Context:**\n- Companies scaling from 20 to 300+ people\n- Post-PMF through growth stage\n- Distributed / remote teams\n- Any stage where \"we need to talk about this\" has become the default\n\n---\n\n## Core Frameworks\n\n### 1. The Five-Level Meeting Architecture\n\n**The Pattern:**\n\nDifferent meetings serve different purposes. Conflating them creates either inefficiency (too much time) or confusion (unclear decisions). Separate meetings by function, frequency, and decision authority.\n\n**Level 1: Daily Standup (15 min, teams only)**\n\n- What we finished yesterday, what we're starting today, what's blocking us\n- 5-10 people max. Whole-company standups are theater\n- Anti-pattern: Status reporting (use Slack, not meetings)\n- Anti-pattern: Strategic discussion (wrong time, wrong place)\n- Success criteria: Finishes in 15 minutes, surfaces 1-2 blockers\n\n**Level 2: Weekly Functional Reviews (60 min, function leadership)**\n\nEach function gets its own weekly rhythm:\n- Product team Friday 4pm: metrics, user feedback, roadmap blockers\n- GTM team Tuesday 4pm: pipeline, customer updates, deal health\n- Engineering Wednesday 4pm: velocity, bug backlog, deployment\n\nFormat: Metric recap (10 min) → Wins/blockers (15 min) → One deep-dive (30 min) → Next week priorities (5 min)\n\nAnti-pattern: Trying to solve every problem in the meeting. Pick 1-2, delegate the rest to follow-ups.\n\n**Level 3: Weekly All-Hands (60 min, whole company)**\n\nThe single most important alignment mechanism at a scaling company.\n\n- CEO update (15 min): north star progress, week focus, what's changed\n- Metric dashboard (10 min): same format every week (consistency enables pattern recognition)\n- Deep dive (20 min): one strategic topic needing team input — not a presentation, a discussion\n- Q&A (15 min): real questions, real answers\n\nAnti-pattern: Defensive tone. All-hands should be straightforward, not spin.\nAnti-pattern: Inconsistent metrics. If you change the dashboard, the team can't track progress.\n\n**Level 4: Bi-Weekly Leadership Alignment (90 min)**\n\n- North star progress (5 min)\n- Functional updates (30 min, 5-7 min each)\n- Major decisions needing resolution (30-40 min): resource conflicts, strategic pivots, customer/product decisions\n- Next 2 weeks planning (15 min)\n\nThis is where cross-functional blockers get resolved. If functions operate independently, this meeting isn't working.\n\n**Level 5: Quarterly Strategic Planning (half-day to full-day)**\n\n- Previous quarter retrospective (90 min): What worked, what didn't, what we'd do differently\n- Next quarter planning (120 min): What are we optimizing for? What's the roadmap?\n- Function breakouts (90 min): Each function plans their quarter\n- Synthesis (60 min): Functions share commitments, resolve conflicts\n\nAnti-pattern: Too much \"fun activity,\" not enough substance.\nAnti-pattern: No clear decisions coming out.\n\n**Scaling Adjustments:**\n\n- **<30 people**: Levels 2-3 only. Skip daily standups (you see everything). Skip bi-weekly leadership (you ARE leadership).\n- **30-100 people**: Add all 5 levels. Monthly review catches what you no longer see daily.\n- **100-300 people**: Add skip-level reviews. You're 2+ layers from execution.\n- **300+ people**: Add function-specific sub-cadences. CEO should be in *fewer* meetings than at 50 — not more.\n\n**The Rule That Makes This Work:**\n\nEvery meeting must produce decisions or be cancelled. Status updates are async. If you're in a meeting and nobody is making a decision, leave.\n\n---\n\n### 2. Weekly Metric Reporting (The Dashboard That Catches Problems Early)\n\n**The Pattern:**\n\nMonthly reporting catches problems 30 days late. By then, a bad month is baked. Weekly reporting catches problems in week 2, when you can still save the month.\n\n**The Format (Same Structure Every Week):**\n\n```\nWEEK OF [DATE]\n\nNorth Star: [Metric]\nThis Week: [Value] | Last Week: [Value] | Change: [+/-] [↑↓]\nContext: [One sentence — why this trend matters]\n\nFunctional Metrics:\n  Product:  7-Day Retention: 34% | Last: 33% | +1% ↑\n            Feature Adoption: 18% | Last: 16% | +2% ↑\n            Context: Onboarding improvements showing impact\n\n  GTM:      Pipeline: $8.2M | Last: $7.8M | +$400K ↑\n            New POCs: 3 | Last: 2\n            Context: Partner pipeline adding deals\n\n  Health:   Team Morale: 7.2/10 (down from 7.5)\n            Context: Org restructure causing uncertainty\n```\n\n**The Discipline Rules:**\n\n1. **Same metrics every week.** Consistency enables pattern recognition. OK to add metrics, never drop them.\n2. **One context sentence per metric.** Not just the number — why does this matter? Vs plan? Vs last period?\n3. **Trend direction for every metric.** Up/down/flat arrow. If it moved significantly: temporary or structural?\n4. **Traffic light colors.** GREEN (on track), YELLOW (watch), RED (action needed). Every RED item must have: owner, specific action, deadline.\n\n**The Escalation Rule:**\n\nIf a metric is RED two weeks in a row with the same action plan, escalate — the action plan isn't working.\n\n**How Many Metrics:**\n\nPick 8-12 total. If a metric doesn't change your behavior when it moves, remove it. Dashboards with 40 metrics are decoration, not decision tools.\n\n**Common Mistake:**\n\nVanity metrics that look good but don't predict business outcomes. Total downloads without adoption context. CEO headlines without supporting metrics.\n\n---\n\n### 3. Quarterly Planning (The Process That Prevents Strategic Drift)\n\n**The Pattern:**\n\nWithout quarterly planning, companies drift. Each function optimizes locally. Sales chases deals outside ICP. Product builds features for one customer. Marketing runs campaigns that don't connect to pipeline.\n\n**The 3-Week Planning Cycle:**\n\n**Week 1: Retrospective + Data Gathering**\n- Previous quarter results vs plan (leadership prepares)\n- Each function writes 1-page retrospective: what worked, what didn't, what we'd do differently\n- Finance prepares: revenue actuals, spend actuals, forecast\n- Market data: competitive moves, customer feedback themes, win/loss analysis\n\n**Week 2: Priority Setting (Leadership Half-Day)**\n- Review retrospectives (30 min — pre-read, don't present)\n- Agree on 3-5 company-level priorities\n- For each: owner, success metric, resource requirements\n- Identify what you're *not* doing (as important as what you are)\n- Resolve cross-functional dependencies\n- Use the north star as tiebreaker: \"Does this help us hit the goal? Prioritize. Nice-to-have? Defer.\"\n\n**Week 3: OKR Cascade + Resource Allocation**\n- Each function translates company priorities into team OKRs\n- Leadership reviews for alignment\n- Resource allocation finalized (headcount, budget, tools)\n- Final plan shared company-wide\n\n**The Quarterly Commitment Format:**\n\n```\nQ2 2026 Roadmap\nNorth Star: [What we're optimizing for]\n\nPillar 1: Product (25% team effort)\n  Initiative: [Name]\n    Problem: [What we're solving]\n    Success: [Specific metric]\n    Owner: [Name]\n    Timeline: [When]\n\nPillar 2: GTM (50% team effort)\n  Initiative: [Name]\n    ...\n\nPillar 3: People (10% effort)\n  Initiative: [Name]\n    ...\n\nPillar 4: Tech Debt (15% effort)\n  Initiative: [Name]\n    ...\n```\n\n**The \"Not Doing\" List:**\n\nFor every priority you add, identify one thing you're stopping. If you can't name what you're *not* doing, you have too many priorities.\n\n**Common Mistake:**\n\nQuarterly planning that produces a 30-page doc nobody reads. The output should be: 3-5 priorities on one page, each with owner and metric. That's it.\n\n---\n\n### 4. Decision Velocity and Authority\n\n**The Pattern:**\n\nAt 20 people, the CEO makes every decision in real-time. Fast. At 100 people, decisions require alignment. Slow. At 300, decisions require alignment, approval, and documentation. Glacial.\n\n**The fix isn't more meetings. It's clear decision rights.**\n\n**Decision Authority Matrix:**\n\n| Decision | Who Decides | Timeline | Escalation |\n|----------|------------|----------|------------|\n| Company strategy | CEO | 1 week | Board if strategic |\n| Feature priority | Product lead | 1 week | CEO if >3 eng weeks |\n| Customer support issue | CSM | Immediately | CS lead if escalated |\n| Marketing campaign | Marketing lead | 2 weeks | CMO if >$10K budget |\n| Hiring | Function leader | 2 weeks | CEO if role not approved |\n| New partnership | CEO | 2 weeks | Board if strategic |\n| Vendor selection | Function leader | 1 week | CEO if >$50K/year |\n\n**The Problem:**\n\nScaling companies start treating reversible, low-stakes decisions like irreversible, high-stakes ones. Everything needs approval. Everything needs a meeting. Everything needs consensus.\n\n**The Fix:**\n\n**Type 1 (Irreversible, high-stakes):** Pricing model, market entry, major partnership → CEO/leadership decides with debate in one meeting. Timeline: 1-2 weeks max.\n\n**Type 2 (Reversible, low-stakes):** Campaign creative, feature prioritization, single hire → Function owner decides, informs, iterates. Timeline: same day or next day.\n\n**Make decisions with 70% information, not 100%.** Speed is a competitive advantage at every stage.\n\n**Common Mistake:**\n\nConsensus culture masquerading as collaboration. \"Let's get everyone aligned\" often means \"nobody wants to decide.\" Name the decider. Let them decide. Move on.\n\n---\n\n### 5. Async-First Communication\n\n**The Pattern:**\n\nSynchronous meetings don't scale. Default to async, escalate to sync.\n\n**Async First (No Meeting Needed):**\n- Decision documents (even major ones — write up proposal, solicit comments, 48-72 hours for feedback, decide if consensus or no material objections)\n- Progress updates (use weekly reporting, not meetings)\n- Process changes and SOPs\n- Decisions already made (inform, don't discuss)\n\n**Sync When:**\n- Real-time brainstorming needed\n- Major disagreement to work through\n- Complex topic needing whiteboard\n- Team building / relationship\n\n**Documentation Discipline:**\n\nEvery decision documented: What was decided? Why? Who decided? When does it take effect? Who needs to know?\n\nStore in searchable format (wiki, shared drive). New hires onboard faster. Past decisions don't get relitigated.\n\n**Common Mistake:**\n\n\"Quick sync\" meetings that grow to consume 10 hours per week. Over-communicating in Slack (ephemeral, noisy) and under-communicating in persistent formats (docs, emails). The important stuff should be searchable 6 months later.\n\n---\n\n### 6. The CEO Weekly Update\n\n**The Pattern:**\n\nThe single highest-leverage communication tool at a scaling company. 5-10 minutes to write. Everyone reads it. It sets context, celebrates wins, names priorities, and creates shared understanding.\n\n**Format (Sent Sunday Night or Monday Morning):**\n\n**1. Week Focus (1 paragraph):**\nWhat's the priority this week? What should the team be focused on?\n\n**2. North Star Progress (1-2 bullets):**\nWhere are we on the key metric? Trend up/down/flat? Why does this matter?\n\n**3. Wins This Week (3-5 bullets):**\nWhat shipped? Customer/partner wins? Big picture implication?\n\n**4. Blockers Getting Resolved (1-2 bullets):**\nWhat are we unblocking this week? Who needs to know?\n\n**5. Ask (1 bullet, optional):**\nWhat help does the team need? Referrals, feedback, customer introductions?\n\n**The Rule:**\n\nSame day every week. Consistency signals operational discipline. If you skip a week, the team notices — and starts wondering what you're not telling them.\n\n**Common Mistake:**\n\nToo long (team doesn't read), too detailed (save that for function meetings), only good news (team loses trust), inconsistent (team stops reading).\n\n---\n\n### 7. Role Clarity > Titles\n\n**The Pattern:**\n\nThe most powerful tool for speed isn't hierarchy — it's explicit role clarity. When someone knows exactly what they own and can't delegate it away, decisions happen faster.\n\n**How to Execute:**\n\n- Every initiative gets exactly one owner (with supporting teammates)\n- Metrics are tied to that owner\n- Success is measured by moving KPIs, not completing tasks\n- Eliminate initiatives without clear ownership within 48 hours\n\n**The Test:**\n\nCan you name the single person who owns this outcome? Not \"the team\" — a person. If you can't, the initiative will drift.\n\n**Common Mistake:**\n\nAssigning projects to multiple people (\"everyone owns it\" = nobody owns it). Measuring activity instead of impact. Burn rate going up without clear ROI tracking per initiative.\n\n---\n\n## Decision Trees\n\n### Which Meeting Levels Do We Need?\n\n```\nCompany size <30?\n├─ Yes → Levels 2-3 only (weekly functional + all-hands)\n└─ No → Continue...\n    │\n    30-100 people?\n    ├─ Yes → All 5 levels\n    └─ No → All 5 + skip-level reviews + function sub-cadences\n```\n\n### Is This Meeting Worth Keeping?\n\n```\nDoes it produce decisions?\n├─ No → Can it be async?\n│   ├─ Yes → Make it async, cancel the meeting\n│   └─ No → Redesign with decision agenda\n└─ Yes → Are the right people in the room?\n    ├─ No → Fix attendee list (fewer > more)\n    └─ Yes → Keep it\n```\n\n---\n\n## Common Mistakes\n\n**1. Adding meetings as you grow**\nReplace them. At 200 people, the CEO should be in fewer meetings than at 50.\n\n**2. Status update meetings**\nIf it can be an email, it should be an email. Meetings are for decisions.\n\n**3. Changing metrics every quarter**\nConsistency enables trend identification. Same dashboard, every time.\n\n**4. Consensus culture**\nName the decider. Let them decide. Inform everyone else.\n\n**5. All information in Slack**\nEphemeral, noisy, unsearchable. Important decisions go in docs.\n\n**6. Quarterly planning that produces 30-page docs**\n3-5 priorities on one page. That's the output.\n\n---\n\n## Quick Reference\n\n**Meeting architecture:**\nDaily standup (15 min) → Weekly functional (60 min) → Weekly all-hands (60 min) → Bi-weekly leadership (90 min) → Quarterly planning (half-day)\n\n**Weekly metric dashboard:**\n8-12 metrics, same format every week, traffic light colors, one context sentence per metric, owner + action + deadline for every RED\n\n**Quarterly planning cycle:**\nWeek 1: Retro + data → Week 2: Priority setting (3-5 max) → Week 3: OKR cascade + resources\n\n**Decision authority:**\nType 1 (irreversible): CEO/leadership, 1-2 weeks → Type 2 (reversible): Function owner, same day\n\n**CEO weekly update:**\nWeek focus → North star progress → Wins → Blockers → Ask\n\n**Information flow:**\nDaily: Slack wins/customer-voice → Weekly: CEO email + function updates → Monthly: All-hands + skip-levels → Quarterly: Planning share + demos\n\n---\n\n## Related Skills\n\n- **enterprise-account-planning**: Stakeholder management and deal cadence patterns\n- **0-to-1-launch**: Launch-specific execution cadence\n- **board-and-investor-communication**: Board meeting structure and investor updates\n\n---\n\n*Based on operating cadence design across companies scaling from 20 to 1,000+ employees, including the five-level meeting architecture that survived 3x headcount growth, the weekly reporting format that caught pipeline problems 3 weeks earlier than monthly reviews, and the CEO weekly update format refined across multiple companies. Not theory — patterns from building operating systems through hypergrowth and teaching them to the next team.*","tags":["operating","cadence","technical","product","gtm","beingsmit","agent-skills","ai-founders","ai-gtm","claude-code","claude-plugin","claude-skills"],"capabilities":["skill","source-beingsmit","skill-operating-cadence","topic-agent-skills","topic-ai-founders","topic-ai-gtm","topic-claude-code","topic-claude-plugin","topic-claude-skills","topic-developer-relations","topic-devrel","topic-ecosystems","topic-enterprise-ai","topic-enterprise-sales","topic-founder-tools"],"categories":["technical-product-gtm"],"synonyms":[],"warnings":[],"endpointUrl":"https://skills.sh/beingsmit/technical-product-gtm/operating-cadence","protocol":"skill","transport":"skills-sh","auth":{"type":"none","details":{"cli":"npx skills add beingsmit/technical-product-gtm","source_repo":"https://github.com/beingsmit/technical-product-gtm","install_from":"skills.sh"}},"qualityScore":"0.466","qualityRationale":"deterministic score 0.47 from registry signals: · indexed on github topic:agent-skills · 32 github stars · SKILL.md body (15,539 chars)","verified":false,"liveness":"unknown","lastLivenessCheck":null,"agentReviews":{"count":0,"score_avg":null,"cost_usd_avg":null,"success_rate":null,"latency_p50_ms":null,"narrative_summary":null,"summary_updated_at":null},"enrichmentModel":"deterministic:skill-github:v1","enrichmentVersion":1,"enrichedAt":"2026-05-01T12:57:22.852Z","embedding":null,"createdAt":"2026-04-18T22:22:17.603Z","updatedAt":"2026-05-01T12:57:22.852Z","lastSeenAt":"2026-05-01T12:57:22.852Z","tsv":"'+1':736 '+2':742 '-1':2249 '-10':209,1648 '-100':581,1957 '-12':883,2148 '-2':244,319,1405,1696,1730,2194 '-3':564,1947 '-300':597 '-40':450 '-5':1040,1222,1716,2106,2180 '-7':442 '-72':1506 '/10':770 '0':2247 '000':2279 '1':153,188,243,318,782,976,990,1133,1293,1302,1350,1385,1404,1673,1676,1695,1729,1744,2019,2172,2190,2193,2278 '10':290,361,1163,1600 '100':56,60,596,1256,1437 '10k':1326 '120':512 '15':191,240,293,349,388,462,1171,2121 '16':741 '18':739 '2':247,459,563,606,661,693,760,798,1020,1153,1322,1331,1341,1409,1691,1946,2040,2176,2197 '20':125,373,1243,2276 '200':2028 '2026':1123 '25':1135 '3':328,758,817,930,971,1039,1089,1161,1221,1306,1711,1715,2059,2105,2179,2183,2301 '30':52,299,439,449,560,580,677,1029,1212,1943,1956,2102 '300':63,127,610,1263 '33':735 '34':733 '3x':2290 '4':424,832,1168,1235,1725,2072 '40':900 '400k':755 '48':1505,1878 '4pm':265,274,282 '5':208,304,435,441,483,585,1472,1647,1742,1961,1965,2084 '50':627,1155,2039 '50k/year':1354 '6':1626,1629,2097 '60':251,333,533,2125,2131 '7':730,1809 '7.2':769 '7.5':773 '7.8':753 '70':1434 '8':882,2147 '8.2':750 '90':430,497,525,2137 'account':2239 'across':110,2272,2314 'action':842,851,869,873,2163 'activ':546,1919 'actual':1006,1008 'ad':764,2020 'add':583,599,612,793,1183 'adjust':559 'adopt':738,923 'advantag':1442 'agenda':1999 'agre':1037 'align':32,96,341,429,1105,1260,1266,1457 'all-hand':330,399,1951,2128,2225 'alloc':1093,1107 'alreadi':1529 'alway':68 'analysi':1018 'answer':393 'anti':219,228,307,395,408,541,551 'anti-pattern':218,227,306,394,407,540,550 'approv':1267,1337,1374 'architectur':159,2118,2287 'arrow':824 'ask':1743,2213 'assign':1907 'async':647,1474,1486,1490,1987,1991 'async-first':1473 'attende':2010 'author':186,1239,1283,2188 'away':1841 'backlog':285 'bad':683 'bake':686 'base':2267 'becom':148 'behavior':892 'bi':426,574,2134 'bi-week':425,573,2133 'big':1722 'block':206 'blocker':245,270,470,1726,2212 'board':1295,1343,2257,2261 'board-and-investor-commun':2256 'brainstorm':1540 'breakout':524 'broken':26 'budget':1110,1327 'bug':284 'build':956,1552,2321 'bullet':1697,1717,1731,1745 'burn':1923 'busi':918 'cadenc':3,45,618,1973,2245,2255,2270 'campaign':963,1319,1414 'cancel':643,1992 'cascad':1091,2185 'catch':589,668,675,689 'caught':2298 'caus':777 'celebr':1658 'ceo':347,619,925,1246,1292,1304,1333,1340,1352,1631,2031,2203,2220,2309 'ceo/leadership':1396,2192 'chang':358,414,719,890,1525,2060 'chase':951 'clariti':1811,1828 'clear':554,1279,1875,1928 'cmo':1324 'collabor':1452 'collaps':54,61 'color':835,2156 'come':556 'comment':1504 'commit':537,1120 'common':907,1205,1446,1591,1784,1905,2017 'communic':1476,1606,1614,1641,2260 'compani':18,28,122,214,336,346,944,1042,1097,1116,1290,1358,1646,1941,2273,2316 'company-level':1041 'company-wid':1115 'competit':1012,1441 'complet':1870 'complex':1547 'conflat':167 'conflict':453,539 'confus':176 'connect':967 'consensus':1381,1448,1512,2073 'consist':367,787,1763,2064 'consum':38,1599 'context':121,720,743,761,774,800,924,1657,2158 'continu':1955 'core':151 'creat':169,1663 'creativ':1415 'criteria':237 'cross':468,1066 'cross-funct':467,1065 'cs':1314 'csm':1312 'cultur':1449,2074 'custom':276,960,1014,1309,1755 'customer/partner':1720 'customer/product':456 'cycl':974,2170 'd':506,1000 'daili':189,567,595,2119,2216 'dashboard':360,416,666,898,2069,2146 'data':978,1011,2174 'date':709 'day':120,489,493,678,731,1026,1427,1430,1760,2143,2202 'deadlin':852,2164 'deal':278,765,952,2244 'debat':1399 'debt':1170 'decid':1287,1397,1422,1463,1466,1469,1510,1561,1564,2077,2080 'decis':13,21,43,81,91,112,178,185,446,457,555,640,659,905,1236,1249,1258,1264,1280,1282,1285,1365,1432,1495,1528,1557,1586,1842,1933,1982,1998,2058,2093,2187 'decision-mak':12 'decor':903 'deep':297,371 'deep-div':296 'default':150,1484 'defens':397 'defer':1087 'deleg':320,1839 'demo':2234 'depend':1068 'deploy':286 'design':4,2271 'detail':1793 'didn':502,996 'differ':162,165,508,1002 'direct':819 'disagr':1543 'disciplin':780,1555,1766 'discuss':231,385,1534 'distribut':135 'dive':298,372 'doc':1214,1618,2096,2104 'document':1269,1496,1554,1558 'doesn':888,1789 'download':921 'drift':938,945,1904 'drive':1580 'drop':796 'earli':670 'earlier':2303 'effect':1569 'effort':1137,1157,1164,1172 'either':170 'elimin':1872 'els':2083 'email':1619,2049,2054,2221 'employe':2280 'enabl':368,788,2065 'eng':1307 'engin':280 'enough':548 'enterpris':2238 'enterprise-account-plan':2237 'entri':1393 'ephemer':1609,2089 'escal':854,871,1289,1317,1487 'even':1497 'everi':312,365,636,705,785,821,844,1180,1248,1444,1556,1761,1848,2062,2070,2152,2166 'everyon':1456,1652,1912,2082 'everyth':571,1372,1375,1379 'exact':1832,1851 'execut':609,1847,2254 'explicit':1826 'failur':65 'fast':1254 'faster':1584,1844 'featur':737,957,1298,1416 'feedback':268,1015,1509,1754 'fewer':623,2012,2035 'final':1108,1112 'financ':1003 'finish':197,238 'first':1475,1491 'five':156,2284 'five-level':155,2283 'fix':1272,1383,2009 'flow':2215 'focus':355,1675,1689,2207 'follow':325 'follow-up':324 'forecast':1009 'forev':114 'format':287,364,702,1121,1577,1617,1666,2151,2296,2312 'framework':152 'frequenc':183 'friday':264 'full':492 'full-day':491 'fun':545 'function':111,182,249,253,256,437,469,474,523,528,535,614,727,947,988,1067,1095,1329,1348,1420,1797,1950,1970,2124,2199,2222 'function-specif':613 'gather':979 'get':98,257,471,1455,1589,1727,1850 'glacial':1270 'go':1925,2094 'goal':1081 'good':913,1800 'green':836 'grow':30,94,1597,2024 'growth':133,2292 'gtm':271,748,1154 'half':488,1025,2142 'half-day':487,1024,2141 'hand':332,401,1953,2130,2227 'happen':109,1843 'headcount':1109,2291 'headlin':926 'health':279,766 'help':1077,1748 'hierarchi':1823 'high':1369,1388 'high-stak':1368,1387 'highest':1639 'highest-leverag':1638 'hire':1328,1419,1582 'hit':1079 'hour':1507,1601,1879 'hypergrowth':2325 'icp':954 'identif':2067 'identifi':1052,1184 'immedi':1313 'impact':747,1922 'implic':1724 'import':340,1059,1621,2092 'improv':745 'includ':2281 'inconsist':410,1805 'independ':476 'ineffici':171 'inform':1423,1435,1531,2081,2086,2214 'initi':1138,1158,1165,1173,1849,1873,1902,1932 'input':380 'instead':1920 'introduct':1756 'investor':2259,2265 'irrevers':1367,1386,2191 'isn':479,875,1273,1821 'issu':1311 'item':846 'iter':1424 'keep':1978,2015 'key':1703 'know':106,1573,1741,1831 'kpis':1868 'last':716,734,740,752,759,815 'late':679 'later':1628 'launch':2250,2252 'launch-specif':2251 'layer':607 'lead':1301,1315,1321 'leader':1330,1349 'leadership':36,115,254,428,576,579,985,1023,1102,2136 'leav':660 'let':1453,1467,2078 'level':157,187,246,327,423,482,562,586,602,1043,1937,1945,1962,1968,2230,2285 'leverag':1640 'light':834,2155 'like':1366 'list':1178,2011 'local':949 'long':1787 'longer':593 'look':912 'lose':1803 'low':1363,1412 'low-stak':1362,1411 'm':751,754 'made':1530 'major':445,1394,1498,1542 'make':14,78,633,657,1247,1431,1989 'manag':2242 'mani':72,76,879,1203 'market':961,1010,1318,1320,1392 'masquerad':1450 'materi':1515 'matrix':1284 'matter':726,811,1710 'max':211,1407,2181 'mean':1459 'measur':1865,1918 'mechan':342 'meet':5,37,47,77,87,104,118,158,163,180,226,316,478,624,637,653,1276,1378,1402,1480,1493,1523,1595,1798,1936,1976,1994,2021,2036,2043,2055,2117,2262,2286 'metric':7,266,288,359,411,663,712,728,784,794,803,822,858,880,887,901,910,929,1049,1147,1231,1704,1857,2061,2145,2149,2161 'min':192,252,291,294,300,305,334,350,362,374,389,431,436,440,443,451,463,498,513,526,534,1030,2122,2126,2132,2138 'minut':241,1649 'mistak':908,1206,1447,1592,1785,1906,2018 'mode':66 'model':1391 'monday':1671 'month':587,673,684,700,1627,2224,2305 'moral':768 'morn':1672 'move':827,895,1013,1470,1867 'much':173,544 'multipl':1910,2315 'must':638,847 'name':1139,1149,1159,1166,1174,1194,1464,1660,1884,2075 'need':142,378,447,843,1373,1376,1380,1494,1541,1549,1571,1739,1752,1940 'never':795 'new':756,1338,1581 'news':1801 'next':301,458,509,1429,2331 'nice':1084 'nice-to-hav':1083 'night':1669 'nobodi':105,655,1215,1460,1915 'noisi':1610,2090 'north':351,432,710,1071,1125,1692,2208 'notic':1774 'number':807 'object':1516 'often':101,1458 'ok':791 'okr':1090,1101,2184 'onboard':744,1583 'one':295,375,721,799,959,1185,1225,1371,1401,1499,1852,2109,2157 'oper':2,44,475,1765,2269,2322 'operating-cad':1 'optim':517,948,1130 'option':1746 'org':775 'outcom':919,1891 'output':1218,2114 'outsid':953 'over-commun':1604 'own':1889,1913,1916 'owner':849,1047,1148,1229,1421,1853,1862,2162,2200 'ownership':1876 'page':991,1213,1226,2103,2110 'paragraph':1677 'partner':762 'partnership':1339,1395 'past':1585 'pattern':161,220,229,308,369,396,409,542,552,672,789,940,1241,1478,1635,1814,2246,2319 'peopl':53,73,128,210,561,582,598,611,1162,1244,1257,1911,1958,2004,2029 'per':802,1602,1931,2160 'period':816 'persist':1616 'person':1887,1896 'pick':317,881 'pictur':1723 'pillar':1132,1152,1160,1167 'pipelin':275,749,763,969,2299 'pivot':455 'place':235 'plan':10,24,461,486,511,529,813,870,874,932,943,973,984,1113,1208,2099,2140,2169,2232,2240 'pmf':131 'poc':757 'post':130 'post-pmf':129 'power':1817 'pre':1032 'pre-read':1031 'predict':917 'prepar':986,1004 'present':383,1036 'prevent':936 'previous':494,980 'price':1390 'priorit':1082,1417 'prioriti':303,1021,1044,1098,1181,1204,1223,1299,1661,1681,2107,2177 'problem':313,669,676,690,1140,1356,2300 'process':934,1524 'produc':42,90,639,1210,1981,2101 'product':262,729,955,1134,1300 'progress':353,422,434,1517,1694,2210 'project':1908 'propos':1502 'purpos':166 'q':386 'q2':1122 'quarter':9,484,495,510,531,931,942,981,1119,1207,2063,2098,2139,2168,2231 'question':391 'quick':1593,2115 'rate':1924 're':93,201,605,650,1055,1129,1143,1188,1197,1780 'read':1033,1216,1653,1791,1808 'real':390,392,1252,1538 'real-tim':1251,1537 'recap':289 'recognit':370,790 'red':841,845,860,2167 'redesign':1996 'refer':2116 'referr':1753 'refin':2313 'relat':2235 'relationship':1553 'relitig':1590 'remot':136 'remov':896 'replac':2025 'report':8,222,664,674,688,1521,2295 'requir':1051,1259,1265 'resolut':448 'resolv':472,538,1064,1728 'resourc':452,1050,1092,1106,2186 'rest':322 'restructur':776 'result':982 'retent':732 'retro':2173 'retrospect':496,977,992,1028 'revenu':1005 'revers':1361,1410,2198 'review':250,588,603,1027,1103,1969,2306 'rhythm':6,261 'right':1281,2003 'roadmap':269,522,1124 'roi':1929 'role':1335,1810,1827 'room':2007 'row':865 'rule':631,781,855,1758 'run':962 'sale':950 'save':698,1794 'scale':17,123,345,558,1357,1483,1645,2274 'searchabl':1576,1625 'see':570,594 'select':1347 'sent':1667 'sentenc':722,801,2159 'separ':179 'serv':164 'set':1022,1656,2178 'share':536,1114,1579,1664,2233 'ship':1719 'show':746 'signal':1764 'signific':828 'singl':338,1418,1637,1886 'size':1942 'skill':2236 'skill-operating-cadence' 'skip':566,572,601,1769,1967,2229 'skip-level':600,1966,2228 'slack':224,1608,2088,2217 'slow':23,1261 'solicit':1503 'solv':311,1144 'someon':1830 'sop':1527 'source-beingsmit' 'specif':615,850,1146,2253 'speed':1438,1820 'spend':1007 'spin':406 'stage':134,139,1445 'stake':1364,1370,1389,1413 'stakehold':2241 'standup':190,215,568,2120 'star':352,433,711,1072,1126,1693,2209 'start':202,1359,1776 'status':221,644,2041 'still':697 'stop':1189,1807 'store':1574 'straightforward':404 'strateg':230,376,454,485,937,1297,1345 'strategi':1291 'structur':48,704,831,2263 'stuff':1622 'sub':617,1972 'sub-cad':616,1971 'substanc':549 'success':236,1048,1145,1863 'sunday':1668 'support':928,1310,1855 'surfac':242 'surviv':2289 'sync':1489,1535,1594 'synchron':1479 'synthesi':532 'system':2323 'take':113,1568 'talk':144 'task':1871 'teach':2327 'team':137,193,263,272,379,418,767,1100,1136,1156,1551,1687,1751,1773,1788,1802,1806,1894,2332 'teammat':1856 'tech':1169 'tell':1782 'temporari':829 'test':1881 'theater':217 'theme':1016 'theori':2318 'thing':1186 'tie':1859 'tiebreak':1074 'time':40,174,233,1253,1539,2071 'timelin':1150,1288,1403,1425 'titl':1812 'today':203 'tone':398 'tool':906,1111,1642,1818 'topic':377,1548 'topic-agent-skills' 'topic-ai-founders' 'topic-ai-gtm' 'topic-claude-code' 'topic-claude-plugin' 'topic-claude-skills' 'topic-developer-relations' 'topic-devrel' 'topic-ecosystems' 'topic-enterprise-ai' 'topic-enterprise-sales' 'topic-founder-tools' 'total':884,920 'track':421,838,1930 'traffic':833,2154 'translat':1096 'treat':1360 'tree':1934 'trend':725,818,1705,2066 'tri':309 'trigger':85 'trust':1804 'tuesday':273 'two':861 'type':1384,1408,2189,2196 'unblock':1735 'uncertainti':778 'unclear':177 'under-commun':1612 'understand':1665 'unsearch':2091 'up':326 'up/down/flat':823,1706 'updat':277,348,438,645,1518,1633,2042,2205,2223,2266,2311 'us':207,1078 'use':19,84,223,1069,1519 'user':267 'valu':715,718 'vaniti':909 'veloc':15,283,1237 'vendor':1346 'vs':812,814,983 'want':1461 'watch':840 'wednesday':281 'week':248,260,302,329,354,366,427,460,575,662,687,692,706,707,714,717,786,862,972,975,1019,1088,1294,1303,1308,1323,1332,1342,1351,1406,1520,1603,1632,1674,1683,1714,1737,1762,1771,1949,2123,2127,2135,2144,2153,2171,2175,2182,2195,2204,2206,2219,2294,2302,2310 'whiteboard':1550 'whole':213,335 'whole-compani':212 'wide':1117 'wiki':1578 'win':1659,1712,1721,2211 'win/loss':1017 'wins/blockers':292 'wins/customer-voice':2218 'within':1877 'without':41,922,927,941,1874,1927 'wonder':1777 'work':50,58,481,500,635,877,994,1545 'wors':34,99 'worth':1977 'write':989,1500,1651 'wrong':232,234 'yellow':839 'yes':1944,1959,1988,2000,2014 'yesterday':198","prices":[{"id":"e58d0864-97d0-4d96-af1c-4ba482b4203a","listingId":"6fd9e1bb-5970-4171-9d7b-0e310f10982f","amountUsd":"0","unit":"free","nativeCurrency":null,"nativeAmount":null,"chain":null,"payTo":null,"paymentMethod":"skill-free","isPrimary":true,"details":{"org":"beingsmit","category":"technical-product-gtm","install_from":"skills.sh"},"createdAt":"2026-04-18T22:22:17.603Z"}],"sources":[{"listingId":"6fd9e1bb-5970-4171-9d7b-0e310f10982f","source":"github","sourceId":"beingsmit/technical-product-gtm/operating-cadence","sourceUrl":"https://github.com/beingsmit/technical-product-gtm/tree/main/skills/operating-cadence","isPrimary":false,"firstSeenAt":"2026-04-18T22:22:17.603Z","lastSeenAt":"2026-05-01T12:57:22.852Z"}],"details":{"listingId":"6fd9e1bb-5970-4171-9d7b-0e310f10982f","quickStartSnippet":null,"exampleRequest":null,"exampleResponse":null,"schema":null,"openapiUrl":null,"agentsTxtUrl":null,"citations":[],"useCases":[],"bestFor":[],"notFor":[],"kindDetails":{"org":"beingsmit","slug":"operating-cadence","github":{"repo":"beingsmit/technical-product-gtm","stars":32,"topics":["agent-skills","ai-founders","ai-gtm","claude-code","claude-plugin","claude-skills","developer-relations","devrel","ecosystems","enterprise-ai","enterprise-sales","founder-tools","go-to-market","gtm","gtmai-developers","operators","partnerships","pricing-strategy","product-led-growth","startups"],"license":"mit","html_url":"https://github.com/beingsmit/technical-product-gtm","pushed_at":"2026-03-20T11:25:13Z","description":"11 go-to-market skills for AI and technical founders — positioning, pricing, partnerships, enterprise sales, PLG, AI GTM, and board communication.","skill_md_sha":"61d6d0900b84c7519a2a130682adc3ed37723e9c","skill_md_path":"skills/operating-cadence/SKILL.md","default_branch":"main","skill_tree_url":"https://github.com/beingsmit/technical-product-gtm/tree/main/skills/operating-cadence"},"layout":"multi","source":"github","category":"technical-product-gtm","frontmatter":{"name":"operating-cadence","license":"MIT","description":"Design meeting rhythms, metric reporting, quarterly planning, and decision-making velocity for scaling companies. Use when decisions are slow, planning is broken, the company is growing but alignment is worse, or leadership meetings consume all time without producing decisions."},"skills_sh_url":"https://skills.sh/beingsmit/technical-product-gtm/operating-cadence"},"updatedAt":"2026-05-01T12:57:22.852Z"}}