Add multi-platform export generator (single source of truth)
Make the library multi-platform without duplicating content. Each skills/<name>/SKILL.md body remains the single source of truth; a new generator renders platform-ready exports from it. - scripts/build-exports.mjs — dependency-free Node generator with a PLATFORMS registry so new platforms (Gemini, Cursor, …) are a few lines. Ships ChatGPT exports at exports/chatgpt/<bundle>/<skill>/SYSTEM_PROMPT.md (172 skills), plus generated index READMEs. Supports --platform and --check. - exports/ — generated ChatGPT system prompts, ready to paste into a Custom GPT. - .github/workflows/check-generated.yml — fails a PR if exports or web/skills.json drift from the source skills. - README "Works With" now documents the ready-to-use exports and regen command. - CHANGELOG + SKILL-AUTHORING-STANDARD note the generated artifacts. Co-Authored-By: Claude Opus 4.8 <noreply@anthropic.com> Claude-Session: https://claude.ai/code/session_016JWn5jRD5tcEFKrubjQ6Px
This commit is contained in:
Claude
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# Budget Variance Analysis Skill
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Produces a complete variance analysis from numbers through to root cause explanation and management commentary.
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## Required Inputs
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- **Actuals and budget figures** (paste as table or describe line by line)
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- **Period** (month / quarter / YTD)
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- **Materiality threshold** (e.g. £10k or 5%)
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- **Known reasons for variances** (if any)
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- **Audience** (CFO / board / management / auditor)
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## Output Structure
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### 1. Variance Summary Table
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| Line Item | Budget | Actual | Variance £ | Variance % | F/A |
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|---|---|---|---|---|---|
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| Revenue | | | | | |
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| Cost of Sales | | | | | |
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| Gross Profit | | | | | |
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| Opex | | | | | |
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| EBITDA | | | | | |
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F = Favourable | A = Adverse
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### 2. Material Variance Commentary
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For each variance above threshold:
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**[Line item] — £[amount] F/A ([%])**
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- **Root cause:** [Specific explanation — not "timing" without detail]
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- **Permanent or timing?** Will this reverse next period?
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- **Management action:** What is being done
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- **Forecast impact:** Does this change full-year outlook?
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### 3. Top 3 Variances Requiring Attention
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Ranked by materiality and strategic significance.
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### 4. Forecast Revision
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Does the full-year forecast need updating? State revised expectation and key assumptions.
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### 5. Executive Summary
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3-4 sentences of management commentary suitable for a board pack.
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## Quality Checks
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- [ ] All variances above threshold explained
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- [ ] Root causes specific (not vague)
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- [ ] Favourable/Adverse correctly labelled
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- [ ] Forecast impact stated for material variances
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## Anti-Patterns
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- [ ] Do not explain a variance as "timing" without specifying which period it will reverse into and what amount is expected
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- [ ] Do not label a favourable variance on a cost line without checking whether it is due to underspend, delayed spend, or reduced activity — the cause determines whether it is genuinely good news
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- [ ] Do not omit variances below the materiality threshold entirely — note them collectively so the reader knows they exist and were reviewed
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- [ ] Do not present a variance analysis without a forecast impact statement for material items — historical variances without forward implications are incomplete
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## Example Trigger Phrases
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- "Write a variance analysis for these actuals vs budget: [paste]"
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- "Explain why we are over budget on [cost line]"
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- "Write the variance commentary for our finance review"
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- "Produce a budget vs actual analysis for Q[N]"
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# Financial Due Diligence Skill
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Produces a structured financial due diligence framework — document request list and analytical questions — for any investment, acquisition, or significant commercial relationship.
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## Required Inputs
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- **Transaction type** (acquisition / investment / partnership / supplier / fundraise)
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- **Stage of diligence** (initial screening / full DD / confirmatory)
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- **Target company type** (startup / SME / listed / subsidiary)
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- **Key concerns** (optional — e.g. revenue recognition, customer concentration)
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## Output Structure
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### 1. Document Request List
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**Financial Statements**
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- Audited accounts for last 3 years
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- Management accounts for current year (monthly)
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- Board-approved budget and latest reforecast
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- 3-year financial model with assumptions
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**Revenue**
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- Revenue by customer (top 20, % of total)
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- Revenue by product/segment
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- Contracted vs recurring vs one-off breakdown
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- Churn and renewal data
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**Costs**
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- Cost of sales breakdown
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- Headcount by department with compensation detail
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- Top 10 supplier contracts
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**Cash and Debt**
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- Bank statements (12 months)
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- Debt schedule with covenants and maturity
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- Working capital analysis
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**Tax**
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- Last 3 years tax returns
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- Any open enquiries
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- R&D tax credit claims
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### 2. Key Analytical Questions
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**Revenue quality:** Is revenue growing organically? What % is truly recurring? Customer concentration risk?
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**Margin analysis:** Gross margin trend over 3 years? One-off items inflating EBITDA? Normalised EBITDA?
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**Cash conversion:** Does profit convert to cash? Cash conversion cycle? Working capital red flags?
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**Debt and liabilities:** Net debt position? Contingent liabilities? Covenant headroom?
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### 3. Red Flags Checklist
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- Revenue concentration over 30% in one customer
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- Declining gross margins without explanation
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- EBITDA-to-cash conversion below 70%
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- Auditor qualifications or emphasis of matter
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- Related party transactions not at arm length
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- Aggressive revenue recognition
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- Growing debtor days with no explanation
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### 4. Summary Output Template
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- Revenue quality: [Assessment]
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- Margin sustainability: [Assessment]
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- Cash generation: [Assessment]
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- Balance sheet risk: [Assessment]
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- Overall: Green Strong / Amber Acceptable / Red Material concerns
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## Quality Checks
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- [ ] Document request list is tailored to the transaction type and stage — not a generic template
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- [ ] Red flags checklist covers revenue quality, margins, cash conversion, and balance sheet risk
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- [ ] Every analytical question connects to a specific risk the transaction presents
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- [ ] Summary output template is completed with an overall RAG assessment
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- [ ] Disclaimer that this is a framework and does not substitute for qualified financial or legal advice
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## Anti-Patterns
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- [ ] Do not present the checklist without tailoring it to the specific transaction type and stage of diligence
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- [ ] Do not overlook revenue concentration risk — customer concentration above 20–30% is a material risk that must be flagged
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- [ ] Do not confuse EBITDA with cash — always check cash conversion and identify non-cash items
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- [ ] Do not skip the related-party transaction review — undisclosed related-party dealings are a common due diligence failure point
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- [ ] Do not produce output without noting this is a framework and qualified financial and legal advice is required
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## Example Trigger Phrases
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- "Give me a financial due diligence checklist for [company type]"
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- "What documents should I request for financial DD?"
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- "Build a DD framework for our Series A investment"
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# Financial Model Narrative Skill
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Turns financial model outputs into a clear, structured written narrative suitable for board packs, investor updates, or management reporting.
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## Required Inputs
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- **Financial data** (paste key figures: revenue, costs, margins, EBITDA, cash)
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- **Period covered** (month / quarter / annual / multi-year)
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- **Audience** (board / investors / management / bank / internal)
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- **Key message** (what is the headline story?)
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- **Actuals vs budget / prior period?** (comparison context)
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## Output Structure
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### 1. Headline Summary
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3-5 sentences. The financial story in plain English. Lead with the most important insight — not "revenue was X" but what that figure means.
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### 2. Revenue
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- Performance vs prior period / budget
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- Key drivers: what caused the movement
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- Risks or opportunities in the revenue line
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### 3. Costs and Margins
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- Gross margin: % and trend
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- Key cost movements and why
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- EBITDA performance and drivers
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- One-off items clearly flagged
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### 4. Cash and Balance Sheet
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- Cash position and movement
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- Runway (for startups)
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- Key working capital movements
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### 5. Variance Analysis
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For each significant variance:
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**[Line item] — Over/Under by [amount]**
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- **Cause:** [Plain English explanation]
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- **Permanent or temporary?** One-time / Structural
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- **Action being taken:** [If applicable]
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### 6. Forward-Looking Commentary
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- Expected next period
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- Key risks to forecast
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- Key opportunities
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- Any reforecast or guidance change
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## Writing Rules
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- Never just restate a number — always explain what it means
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- Flag variances over 10% automatically
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- Use past tense for actuals, conditional for forecast
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- One insight per paragraph
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## Quality Checks
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- [ ] Headline summary leads with meaning, not just the number
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- [ ] Every significant variance has a cause, permanence, and action
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- [ ] Forward-looking commentary includes specific risks and opportunities
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- [ ] Audience-appropriate language (board vs investor vs management)
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- [ ] One-off items clearly distinguished from recurring items
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## Anti-Patterns
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- [ ] Do not list numbers without explaining what is driving them — narrative must go beyond restating the figures
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- [ ] Do not mix one-off items with recurring performance without clearly distinguishing them
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- [ ] Do not write the same level of detail for all line items — focus depth on the items that matter most
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- [ ] Do not omit forward-looking commentary — a narrative without outlook is incomplete for board or investor audiences
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- [ ] Do not use technical accounting language without translation — the audience is executives, not accountants
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## Example Trigger Phrases
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- "Write a financial narrative for these results: [paste numbers]"
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- "Turn this P&L into a board narrative"
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- "Write the finance section of our board pack"
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- "Explain these financial results in plain English"
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# Investor Pitch Deck Skill
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Builds the complete narrative and slide structure for an investor pitch deck — focused on what investors need to see, not what founders want to show.
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## Required Inputs
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- **Company name and one-line description**
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- **Stage** (Pre-seed / Seed / Series A / Series B)
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- **Ask** (how much raising and what for)
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- **Key metrics** (revenue, growth, users, retention)
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- **Target investors** (generalist / sector-specific / angels)
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- **Deck length** (10 / 12 / 15 slides)
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## Output Structure
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For each slide:
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- **What this slide must prove** (the investor question it answers)
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- **Content guidance** (specific, not generic)
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- **Common mistake to avoid**
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---
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**Slide 1: Cover** — Proves you can say what you do in one sentence.
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**Slide 2: Problem** — Proves the problem is real, painful, and large. Lead with the human problem, not market size.
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**Slide 3: Solution** — Proves your solution is meaningfully better. Focus on outcome, not features.
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**Slide 4: Product** — Proves this is real and works. Show the actual product.
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**Slide 5: Traction** — Proves people want this. Show retention and revenue, not signups.
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**Slide 6: Market** — Proves the market is large enough. Use bottoms-up TAM where possible.
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**Slide 7: Business Model** — Proves you understand unit economics. Include CAC and LTV.
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**Slide 8: Go-To-Market** — Proves you can acquire customers efficiently. Focus on what is actually working.
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**Slide 9: Competition** — Proves you understand the landscape. Never say "no competitors."
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**Slide 10: Team** — Proves this team can execute this opportunity. One sentence per person, specific.
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**Slide 11: Financials** — Proves you understand your business. Show assumptions, not just projections.
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**Slide 12: The Ask** — Proves you know exactly what you need. Specific use of funds and 18-month milestones.
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## Narrative Principles
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- Every slide answers one investor question
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- Investors decide go/no-go on slides 1-5 — front-load evidence
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- Keep to 10-12 slides for a first meeting
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## Quality Checks
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- [ ] Each slide answers one specific investor question
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- [ ] Slides 1-5 front-load the strongest evidence
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- [ ] Traction slide shows retention and revenue, not just signups
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- [ ] Competition slide does not say "no competitors"
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- [ ] Ask slide specifies use of funds and 18-month milestones
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- [ ] TAM is bottoms-up where possible
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## Anti-Patterns
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- [ ] Do not include a "no real competitors" slide — every company has competition and investors will discount founders who claim otherwise
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- [ ] Do not use a top-down TAM calculation without a bottoms-up validation — investors distrust pure top-down market sizing
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- [ ] Do not leave the ask vague — specify the amount, use of funds, and 18-month milestones the funding enables
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- [ ] Do not let traction slides show vanity metrics — focus on revenue, retention, and growth rate over downloads and signups
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- [ ] Do not bury the problem slide — investors must understand and feel the pain before they care about the solution
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## Example Trigger Phrases
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- "Build a pitch deck structure for [company]"
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- "Help me structure my Series A deck"
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- "What slides should my investor pitch have?"
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# Tax Planning Checklist Skill
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Produces a structured tax planning review framework — identifying common reliefs, year-end planning opportunities, and potential gaps. Always recommend a qualified tax adviser for implementation.
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WARNING: Tax law changes frequently and varies by jurisdiction. This checklist produces a framework for discussion, not tax advice. Always verify with a qualified accountant or tax adviser before taking action.
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## Required Inputs
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Ask the user for these if not provided:
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- **Entity type** (individual / sole trader / limited company / partnership / trust)
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- **Jurisdiction** (UK / US / EU / Other — defaults to UK if unspecified)
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- **Approximate income or revenue** (to identify relevant thresholds)
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- **Key concerns** (optional — e.g. capital gains, pension, inheritance, R&D credits)
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- **Time horizon** (year-end planning / ongoing / specific event like sale or exit)
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## Output Structure
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---
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# Tax Planning Checklist — [Entity Type] — [Tax Year / Period]
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**Jurisdiction:** [UK / US / Other]
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**Entity type:** [Individual / Limited company / etc.]
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**Key thresholds to note:** [List relevant tax-year thresholds — e.g. personal allowance, basic rate band, VAT threshold]
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---
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## Section 1: Income and Allowances
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- [ ] Personal allowance fully utilised? (UK: £12,570 — check if taper applies above £100k income)
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- [ ] Dividend allowance used where relevant? (UK: £500 2024/25)
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- [ ] Savings interest allowance reviewed?
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- [ ] Salary/dividend split optimised for owner-managed companies?
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- [ ] Any income timing opportunities before year-end?
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- [ ] Spouse or partner allowances — any transfer or use opportunities?
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---
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## Section 2: Pension and Retirement
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- [ ] Annual pension allowance assessed? (UK: £60,000 or 100% of earnings, whichever lower)
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- [ ] Carry forward of unused annual allowances from prior 3 years checked?
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- [ ] Company pension contributions reviewed (corporation tax deductible)?
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- [ ] Salary sacrifice arrangements in place or reviewed?
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- [ ] Lifetime allowance implications assessed? (UK: abolished April 2024 — but transitional protections still relevant for some)
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---
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## Section 3: Capital Gains Tax
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- [ ] Annual CGT exempt amount used? (UK: £3,000 for 2024/25)
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- [ ] Crystallising gains before year-end to use exemption?
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- [ ] Loss harvesting opportunities reviewed?
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- [ ] Business Asset Disposal Relief (BADR) eligibility checked for business sales?
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- [ ] EIS / SEIS investments reviewed for CGT deferral?
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- [ ] Bed-and-ISA / bed-and-SIPP opportunities assessed?
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---
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## Section 4: Business Reliefs (UK Limited Companies)
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- [ ] R&D tax credit eligibility reviewed? (SME scheme vs RDEC depending on size)
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- [ ] Capital allowances claimed on qualifying expenditure?
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- [ ] Annual Investment Allowance (AIA) utilised? (UK: £1m)
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- [ ] Patent Box relief explored for IP-derived profits?
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- [ ] Employment Allowance claimed?
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- [ ] Entrepreneurs' Relief / BADR reviewed for shareholding structure?
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- [ ] Loss reliefs utilised or carried forward optimally?
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---
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## Section 5: VAT
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- [ ] VAT registration threshold monitored? (UK: £90,000 rolling 12 months)
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- [ ] Flat rate scheme vs standard accounting reviewed?
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- [ ] Partial exemption position reviewed if relevant?
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- [ ] VAT on property or mixed-use assets checked?
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---
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## Section 6: Inheritance Tax and Estate Planning
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- [ ] Annual gifting allowances used? (UK: £3,000 per person per year)
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- [ ] Business property relief and agricultural property relief eligibility?
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- [ ] Trust structures reviewed for IHT efficiency?
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- [ ] Life insurance written in trust to prevent estate inclusion?
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- [ ] Nil rate band and residence nil rate band utilised optimally?
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---
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## Section 7: ISAs and Tax-Efficient Wrappers
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- [ ] ISA allowance fully subscribed? (UK: £20,000 per person 2024/25)
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- [ ] Junior ISAs for children considered?
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- [ ] Venture Capital Trusts (VCT) or EIS investments considered for income tax relief?
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- [ ] Lifetime ISA (LISA) reviewed for eligible individuals?
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---
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## Year-End Action Summary
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Based on the above, prioritise these before year-end:
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| Action | Potential saving | Deadline | Adviser needed? |
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| [Action] | [£ estimate or "significant"] | [Date] | Yes / No |
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---
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## Quality Checks
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- [ ] Jurisdiction confirmed before applying any thresholds or rules
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- [ ] Year-end deadlines identified for time-sensitive opportunities
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- [ ] High-impact items prioritised (not just a long undifferentiated list)
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- [ ] Disclaimer is prominent — this is a framework, not tax advice
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- [ ] Threshold figures are flagged as requiring verification for current tax year
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## Anti-Patterns
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- [ ] Do not provide specific tax advice — always recommend qualified tax advice and note this prominently
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- [ ] Do not present threshold figures as definitive without noting they require verification for the current tax year
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- [ ] Do not produce a generic checklist without tailoring it to the entity type (individual, sole trader, limited company)
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- [ ] Do not omit timing-critical items — some reliefs require action before year-end and deadlines must be called out
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- [ ] Do not conflate UK and non-UK tax rules — clarify jurisdiction before generating any checklist
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## Example Trigger Phrases
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- "Give me a tax planning checklist for [year-end / my situation]"
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- "What tax reliefs should I consider as a [sole trader / limited company / individual]?"
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- "Review my tax efficiency before the end of the tax year"
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- "What should I check for my year-end tax planning?"
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Reference in New Issue
Block a user