fatihguner
UserAI-powered strategic advisor for entrepreneurs. 158 skills, 24 diagnostics, 21 playbooks, 9 industry packs. Claude Code + Codex + OpenClaw.
Categories
Indexed Skills (50)
ai-augmentation-not-automation
Makes the strategic and moral case for AI augmentation over pure automation, providing leaders with frameworks for job redesign, creativity-driven AI deployment, and long-term workforce investment. Draws on the centaur model from chess and case studies across industries to demonstrate that human-AI collaboration outperforms either alone. Use when deciding between automating jobs and redesigning them, when AI adoption is eroding workforce skills, when boards pressure for automation-driven cost cuts, when designing new roles that pair human creativity with AI capabilities, or when facing the long-term consequences of over-automation.
ai-communication-culture
Equips leaders to build flat, participative communication cultures that enable successful AI adoption by bridging technical and business teams, democratising data, and establishing feedback loops. Covers the symphony conductor model, soliciting expert feedback, removing bureaucratic obstacles, and building shared responsibility. Use when AI projects fail due to communication breakdowns, when data scientists and business leaders operate in silos, when employees lack channels to provide AI feedback, when hierarchical structures block information flow, or when leaders need to translate between technical and business perspectives.
ai-emotional-intelligence
Argues that emotional intelligence becomes strategically critical precisely because of AI -- not despite it -- and provides leaders with practices for developing the soft skills that constitute the human competitive advantage in an AI-saturated economy. Covers empathy, self-awareness, communication beyond technical details, curiosity, proactive problem-solving, trust-building through vulnerability, and coaching teams in EI. Use when an AI project is failing due to poor leadership connection, when technical leaders cannot engage the workforce emotionally, when employees feel reduced to data points, when building the case for soft skills investment alongside AI investment, or when developing the human capabilities that AI cannot replicate.
ai-era-leadership
Prepares leaders for daily effectiveness in an AI-augmented workplace by focusing on the human capabilities that machines cannot replicate. Covers five irreplaceable leadership skills (interpersonal intelligence, analog relationship-building, creative unpredictability, domain credibility, and preskilling), practical routines for leading hybrid human-AI teams, and strategies for staying relevant as automation reshapes every function. Use when planning workforce development around AI adoption, when leaders feel threatened by automation, when building AI-human collaboration norms, or when advising on career resilience in technology-disrupted industries.
ai-human-centered-approach
Provides a comprehensive framework for deploying AI in ways that respect employee psychology, preserve human agency, and treat workforce well-being as a strategic priority rather than an afterthought. Addresses the hidden fears employees harbour about AI, the psychological damage of algorithmic supervision, and the practical steps for making human needs central to technology decisions. Use when employees resist AI adoption, when algorithmic monitoring is eroding morale, when AI-driven productivity targets create burnout, when planning an AI rollout that affects frontline workers, or when an AI project is failing and the technology is not the problem.
ai-inclusive-collaboration
Provides a comprehensive framework for designing inclusive human-AI collaboration that keeps all stakeholders at the design table. Addresses exclusion dynamics, algorithm aversion, trust deficits, silo formation, and the human cost of automation-first strategies. Use when employees resist AI adoption, when AI design excludes non-technical voices, when human-AI collaboration feels extractive rather than empowering, when organisational silos hinder AI scaling, or when leaders need to reward human contributions in AI-augmented work.
ai-learning-for-leaders
Guides non-technical leaders through building AI savviness without becoming AI experts, closing the gap between AI understanding and AI deployment. Applies the 'just savvy enough' principle and lifelong AI learning framework. Use when a leader feels inadequate about AI knowledge, defers too heavily to technologists, needs to build a business case for AI, wants to lead AI adoption without a technical background, or seeks to distinguish AI-knowledgeable from AI-savvy leadership.
ai-purpose-driven-questions
Teaches leaders to ground AI adoption in organisational purpose by asking the right questions before selecting tools. Applies the purpose-driven framework to prevent technology-for-technology's-sake deployments. Use when evaluating AI investments against business goals, when data scientists operate without strategic direction, when AI projects lack clear problem definitions, when aligning AI initiatives with company values, or when leaders are tempted to adopt AI because competitors have.
ai-stakeholder-balance
Guides leaders through the ethical and strategic complexities of balancing multiple stakeholder interests during AI adoption, from employees and customers to society at large. Provides frameworks for responsible AI deployment, stakeholder impact mapping, and moral decision-making when efficiency gains conflict with human welfare. Use when evaluating whether an AI deployment will harm employees or customers, weighing automation against workforce impact, facing pressure to prioritise shareholders over other stakeholders, designing an AI ethics governance structure, or confronting the societal consequences of algorithmic decision-making.
ai-vision-and-strategy
Guides leaders in developing and communicating a compelling AI vision that inspires rather than threatens, choosing augmentation over replacement as the strategic paradigm. Covers Perspective 1 (AI replaces humans) vs. Perspective 2 (AI augments humans), the tech-driving-tech trap, holistic communication, ethical foresight, and agile visionary leadership. Use when setting long-term AI strategy, when employees fear AI will eliminate their jobs, when AI adoption lacks a unifying narrative, when vision statements betray organisational identity, or when leaders need to translate AI potential into a story that builds commitment.
ambidexterity
Applies O'Reilly and Tushman's organizational ambidexterity framework to balance exploitation of existing business with exploration of new opportunities. Assesses resource allocation between core operations and innovation initiatives, designs structurally or contextually ambidextrous organizations, and evaluates innovation portfolios. Use when a company needs to protect its core revenue while pursuing new growth, launching separate innovation units, or diagnosing why exploratory initiatives are being starved by day-to-day operations.
appreciative-inquiry
Guides strengths-based organizational change using Cooperrider's Appreciative Inquiry 4D cycle: Discovery, Dream, Design, and Delivery. Surfaces peak experiences and positive patterns to amplify what works rather than fixing what is broken. Use when addressing team morale, redesigning processes, integrating acquisitions, reframing organizational challenges, or running culture transformation initiatives where traditional deficit-based problem-solving has stalled.
art-of-war
Applies Sun Tzu's strategic principles to competitive business situations, covering self-knowledge and competitor intelligence, winning without direct confrontation, speed and timing, terrain analysis, and strategic positioning. Use when assessing competitive landscapes, developing market entry strategies, evaluating when to fight or avoid competitors, conducting competitive intelligence audits, or designing stealth positioning for startups facing well-resourced incumbents.
balanced-scorecard
Builds and evaluates Kaplan and Norton's Balanced Scorecard across four perspectives: Financial, Customer, Internal Process, and Learning and Growth. Creates strategy maps linking causal chains from learning investments through process improvements to customer outcomes and financial results. Use when designing KPI systems, aligning teams around strategy, diagnosing why financial metrics are lagging, auditing measurement balance, or establishing leading indicators for organizational health.
belbin-team-roles
Analyzes team composition using Belbin's nine team roles across Thinking, Action, and People categories. Maps team members to roles such as Plant, Shaper, Coordinator, Implementer, and others to identify gaps, overlaps, and imbalances. Use when hiring to fill role gaps, diagnosing recurring team conflicts, auditing founding team balance, resolving execution problems caused by missing behavioral profiles, or assessing board composition.
black-swans
Applies Taleb's Black Swan theory to assess and mitigate exposure to rare, high-impact unpredictable events. Distinguishes between Mediocristan and Extremistan domains, designs barbell strategies, builds antifragility, and audits business vulnerabilities including supply chain concentration, customer dependency, and regulatory risk. Use when stress-testing a business model, evaluating tail risks, designing resilience architecture, or building robust strategies that survive shocks rather than attempting to predict them.
blue-ocean-strategy
Applies Kim and Mauborgne's Blue Ocean Strategy to create uncontested market space through value innovation. Uses the Strategy Canvas to map competitive factors, the ERRC Grid to Eliminate-Reduce-Raise-Create value elements, and the Three Tiers of Noncustomers to identify untapped demand. Use when entering saturated markets, escaping price-based competition, redesigning a value proposition, identifying noncustomer segments, or evaluating whether a new venture creates a genuinely new market category.
building-story-stakes
Teaches five named techniques for creating and sustaining narrative tension in any story. Applies when a founder needs to hold an audience's attention through a pitch, investor update, all-hands talk, or customer case study. Use when a narrative feels flat, when attention wanders mid-presentation, or when the storyteller senses the audience could walk away without consequence.
building-thinking-strength
Develops the four internal muscles required for clear thinking -- self-accountability, self-knowledge, self-control, and self-confidence -- using the Clear Thinking strength-building system. Covers setting personal standards above external requirements, choosing exemplars, building a personal board of directors, and practising in sandboxes. Use when blaming external factors for poor outcomes, struggling to say no under social pressure, lacking the confidence to execute a difficult decision, noticing that team standards have drifted toward mediocrity, or seeking a structured approach to personal operating system design.
business-model-canvas
Structures and evaluates business models using Osterwalder's nine-block Business Model Canvas: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. Use when designing a new venture, comparing business model alternatives, stress-testing assumptions, planning pivots, exploring revenue model options, or identifying hidden dependencies between business model components.
business-writing-for-leaders
Sharpens leadership writing through four principles: write for the reader, lead with clarity, keep it simple, and sound human. Use when drafting company-wide announcements, writing investor updates, composing emails that require action, editing team communications for clarity, or noticing that written messages consistently generate confusion or non-response.
career-strategy-for-leaders
Guides leaders through deliberate career design -- calculating timelines, auditing career fuel, breaking career-limiting habits, avoiding success traps, and aligning trade-offs with evolving values. Use when a leader feels stuck, faces a career crossroads, suspects their success has become a cage, needs to break a recurring bad habit, or wants to shift from reactive career drift to intentional career architecture.
carnegie-win-friends
Applies Dale Carnegie's interpersonal influence principles for building relationships, earning trust, and leading without authority. Covers techniques for handling people, making others feel valued, winning people to your thinking, and changing behavior without giving offense. Use when building advisory networks, repairing strained stakeholder relationships, improving investor communications, navigating co-founder conflicts, or developing the interpersonal skills that underpin hiring, sales, and fundraising.
choosing-and-executing
Provides a toolkit for moving from deliberation to commitment and from commitment to results. Covers the cost of decision paralysis, the 70% rule for when to stop gathering information, implementation planning after the choice is made, transparency as a trust mechanism, handling challenges to decisions, and combating second-guessing through process review rather than outcome regret. Use when stuck in analysis paralysis, when a decision has been made but needs implementation momentum, when stakeholders challenge or resist a decision, when second-guessing erodes confidence, or when building a decision communication plan.
cialdini-influence
Applies Cialdini's seven principles of ethical persuasion -- Reciprocity, Commitment and Consistency, Social Proof, Authority, Liking, Scarcity, and Unity -- to business contexts including sales, marketing, fundraising, and negotiation. Use when designing conversion funnels, optimizing sales processes, preparing fundraising strategies, auditing marketing materials for persuasive effectiveness, planning negotiation tactics, or building community-driven growth while maintaining ethical boundaries.
clarity-and-concision
Teaches techniques for achieving relentless clarity and ruthless concision in business writing, including the 20-word sentence rule, concrete detail over abstraction, word economy tactics, and the reader's perspective test. Features extensive before/after examples demonstrating how bloated corporate prose can be cut by 50-70% without losing meaning. Use when tightening any business document, eliminating wordiness, improving readability scores, preparing executive summaries, or when writing feels vague or overlong.
coalition-and-partnership-games
Analyses partnership structures, cofounder equity splits, and alliance formation using coalitional game theory. Applies Shapley Value for contribution-based allocation, imputation sets and the core for stability testing, and coalition disintegration models to predict breakups. Use when splitting equity among cofounders, structuring joint ventures, negotiating alliance terms, evaluating vendor partnerships, diagnosing why a partnership is failing, or determining fair cost-sharing among unequal participants.
competitive-negotiation
Executes the competitive negotiation process from opening move through final concession: anchoring strategy, ambitious asking, concession architecture, midpoint management, impasse-breaking through linkage, and closing discipline. Provides actionable protocols for value-claiming negotiations. Use when setting price in a sales negotiation, responding to an aggressive counter-offer, planning concession sequences for fundraising, structuring opening bids in acquisition talks, countering procurement hardball in enterprise deals, or coaching a sales team to stop discounting reflexively.
connecting-with-people
Applies advanced interpersonal techniques for building genuine, lasting connections in entrepreneurial contexts. Covers the power of validation as the deepest form of listening, leading with 'How can I help you?' as a first-meeting strategy, maintaining authentic online identity, vulnerability as a professional strength, and the Platinum Rule that supersedes the Golden Rule by treating others as they want to be treated. Use when building investor relationships, resolving cofounder conflicts, designing customer-experience strategy, navigating cultural differences in international partnerships, or cultivating the authentic personal brand that underlies fundraising, hiring, and sales.
cooperative-negotiation
Guides the practitioner through cooperative negotiation execution: transitioning from positions to interests, deploying empathy strategically, and following a structured six-step roadmap to resolution. Use when a competitive stance has stalled, when the relationship matters as much as the deal, when negotiating with a more powerful counterparty, when seeking creative value that positional bargaining cannot unlock, or when preparing for partnership, licensing, or joint-venture conversations.
covey-seven-habits
Applies Stephen Covey's Seven Habits framework for personal and interpersonal effectiveness, progressing from dependence through independence to interdependence. Covers proactivity, mission clarity, prioritization, Win/Win thinking, empathic listening, synergy, and renewal. Use when conducting personal effectiveness audits, drafting mission statements, preparing Win/Win negotiations, resolving co-founder conflicts, designing founder renewal plans to prevent burnout, or building character-based leadership culture.
creative-collaboration-and-context
Explores how creative collaboration produces outcomes neither party could achieve alone, covering reference points without copying, the role of creative mythology, the prism of self as competitive advantage, context as meaning-maker, cross-domain adaptation, and translation as a creative act. Use when building creative partnerships, navigating co-founder dynamics, assembling creative teams, repositioning a product through context change, adapting business models across industries, translating technical innovation for new markets, or understanding why the same idea succeeds in one context and fails in another.
creative-completion-and-renewal
Addresses the hardest creative act -- finishing and releasing work -- covering the tension between experimenter and finisher mindsets, making choices when everything feels possible, accepting shades rather than absolutes, ending projects to begin anew, approaching new work with a clean slate, knowing when to stop refining, and recognising the energy living inside completed work. Use when struggling to ship a product, paralysed by perfectionism, unable to choose between competing directions, managing the transition between projects, deciding when a product version is ready for release, or recovering creative momentum after a major launch.
creative-flow-and-inspiration
Teaches the experiential practice of courting creative inspiration, sustaining openness, creating conditions for breakthrough ideas, staying in creative mode continuously, harnessing spontaneity, practising connected detachment, and using play as a serious creative method. Use when seeking breakthrough product ideas, preparing for creative sessions, diagnosing why innovation has stalled, designing environments for creative teams, recovering creative energy after burnout, or cultivating the founder's capacity for original thinking under pressure.
creative-identity-and-purpose
Applies the philosophy that creativity is a universal human capacity -- not a rare talent -- to help entrepreneurs reclaim their creative identity and redefine success on their own terms. Synthesises beginner's mind, the abundant mindset, non-competition, and creative freedom into a foundational framework for entrepreneurial self-expression. Use when doubting your creative ability, comparing yourself to competitors, trapped in scarcity thinking about ideas or market opportunity, struggling to define what success means for your venture, or needing permission to pursue an unconventional path.
creative-obstacles
Addresses the internal resistances that derail entrepreneurial creativity -- self-doubt, distraction, undermining voices, the danger of expectations, and impatience -- using a contemplative creative framework. Provides strategies for navigating the inner critic, managing creative possession, and cultivating patience as a creative virtue. Use when paralysed by self-doubt about your venture, overwhelmed by internal or external criticism, struggling with perfectionism or unrealistic expectations, unable to distinguish productive obsession from destructive compulsion, or losing patience with the creative timeline of building a company.
creative-perception-and-awareness
Develops the entrepreneur's capacity to receive creative signals by applying principles of tuning in, deep awareness, and perceptual sensitivity. Covers the vessel-and-filter model, seeing the unseen, nature as teacher, deep listening, the role of subconscious and memory, and how setting shapes creative output. Use when feeling creatively numb, missing market signals, unable to generate fresh product ideas, sensing that important information is passing you by, or needing to sharpen intuitive pattern recognition for innovation.
creative-practice-and-habit
Transforms creativity from sporadic inspiration into daily discipline by applying principles of practice, habit formation, seed collection, experimentation, immersion in great works, and momentum management. Use when struggling to maintain a creative routine, waiting for inspiration to strike, unsure how to develop raw ideas into viable products, losing creative momentum mid-project, or wanting to improve the quality of creative inputs to elevate outputs.
creative-shaping-and-craft
Guides the entrepreneur through shaping raw creative material into disciplined form, applying intention, rules, temporary constraints, assumption reversal, point-of-view discovery, pattern-breaking, and distillation to essence. Use when refining a product concept, setting creative direction for a brand, defining project constraints, challenging default assumptions about market or offering, finding a unique positioning voice, breaking creative stagnation, or stripping a pitch or product to its irreducible core.
decision-making-under-pressure
Provides practical habits for making better decisions faster -- reframing problems before solving them, knowing when to stop deliberating, balancing intuition with analysis, resisting 'just this once' compromises, and breaking overthinking cycles. Use when facing a high-stakes choice with incomplete data, sensing that deliberation has become procrastination, noticing a pattern of deferred decisions, needing to explain decision-making rationale to a team, or recognising that overthinking is degrading output quality.
decision-traps-and-roles
Catalogues the invisible psychological traps that sabotage decisions -- anchoring, sunk cost, confirming evidence, framing, and status quo bias -- and pairs them with the RAPID model for clarifying who recommends, agrees, performs, inputs, and decides, plus a seven-step checklist for faster group decisions. Use when a team suspects cognitive bias is distorting a choice, when decision authority is ambiguous, when past investments are influencing current strategy, when negotiations are anchored by the other party's opening, or when organisational decisions stall because no one knows who owns the call.
defining-and-exploring-problems
Teaches the discipline of correct problem definition and structured solution exploration before any evaluation begins. Covers the problem-solution firewall, root cause identification, the premortem, second-order thinking ('and then what?'), binary thinking traps, integrative Both-And options, and opportunity cost analysis through the 3-Lens Principle. Use when a team is jumping to solutions before understanding the problem, when a founder suspects they are treating symptoms rather than causes, when only two options seem to exist, when opportunity costs are unclear, or when first-conclusion bias is narrowing the solution space.
delegation-and-empowerment
Develops the daily practice of effective delegation, accountability diagnosis, and team empowerment. Covers assessing which tasks require personal attention, clarifying scope and context for delegated work, allowing productive struggle, recognising and correcting micromanagement, and leading through influence rather than control. Use when feeling overwhelmed by operational tasks, noticing accountability gaps on a team, receiving feedback about micromanagement, transitioning from individual contributor to manager, or leading a team with more expertise than oneself.
delivering-the-deal
Provides the complete execution toolkit for closing negotiations: a 21-point preparation checklist, a framework for overcoming obstacles and disarming tactics, and the three-part satisfaction model for durable agreements. Includes a self-assessment instrument for measuring negotiation competence. Use when preparing for a high-stakes negotiation, when a deal has stalled or hit tactical obstacles, when managing post-deal satisfaction and buyer's remorse, or when conducting a negotiation capability audit.
disruptive-innovation
Analyzes market opportunities and threats using Christensen's Disruptive Innovation theory, distinguishing between sustaining and disruptive innovation, low-end and new-market disruption. Evaluates incumbent vulnerability, asymmetric advantages, and technology improvement trajectories. Use when assessing whether a startup has a genuinely disruptive position, mapping incumbent blind spots, designing market entry strategies that avoid direct competition, defending against disruption from below, or evaluating whether to pursue low-end or new-market footholds.
doblin-ten-types
Maps and designs innovation strategy using Doblin's Ten Types of Innovation across Configuration (Profit Model, Network, Structure, Process), Offering (Product Performance, Product System), and Experience (Service, Channel, Brand, Customer Engagement). Use when auditing current innovation profile, identifying competitive white space, building multi-layered defensible advantages, breaking through competitive ceilings caused by product-only innovation, or designing a new business with structural moats from inception.
eisenhower-matrix
Prioritizes tasks and time allocation using the Eisenhower Matrix, classifying activities into four quadrants by urgency and importance: Do (urgent and important), Schedule (important but not urgent), Delegate (urgent but not important), and Eliminate (neither). Use when overwhelmed by competing demands, auditing how a founder spends their time, designing delegation frameworks, building QII-first weekly calendars, or shifting organizational time allocation from reactive firefighting to strategic work.
emotional-courage
Builds the capacity for daily acts of leadership courage, from raising difficult issues and sharing vulnerability appropriately to channelling anxiety productively and taking principled stands. Provides incremental practices for developing courage as a skill rather than treating it as an innate trait. Use when avoiding a difficult conversation, feeling paralysed by anxiety before a high-stakes situation, sensing that you are holding back from necessary confrontation, wanting to build vulnerability into your leadership style without oversharing, or preparing to advocate for an unpopular position.
emotional-impact-in-stories
Explains the singular mechanism for making audiences cry (surprise, not sadness) and two named techniques for making them laugh (Milk Cans and Baseballs, Babies and Blenders). Applies when a founder is crafting a keynote, investor narrative, brand story, or any communication designed to move an audience emotionally. Use when a story feels informative but flat, when humour falls short, or when a narrative needs to land in the heart rather than the head.
emotional-intelligence
Assesses and develops leadership emotional intelligence using Goleman's five-domain EQ framework: Self-Awareness, Self-Regulation, Motivation, Empathy, and Social Skill. Diagnoses interpersonal conflicts, evaluates team EQ profiles, and builds development plans for emotional competencies. Use when resolving co-founder tensions, preparing for high-stakes investor meetings, scaling team culture, diagnosing declining employee engagement, or developing the relational leadership skills that differentiate outstanding from average leaders.
Bio shown is the top-scored skill's repo description as a fallback — real GitHub bios land in a future update.