Run an adaptive quarterly planning session that calibrates to the user's level. Use when someone asks to do quarterly planning, Q-planning, build a QBR, set quarterly goals, align on roadmap for the quarter, run a planning cycle, or prepare a board-ready quarterly review. Detects whether the user is an IC/team PM (team-level OKRs + roadmap alignment), a VP/CPO (P&L + strategic resourcing + cross-functional alignment), or preparing a QBR for CEO/board (financial narrative + strategic priorities + decisions needed). Always ask for level first if not provided. Commands: /quarterly-planning, /plan-quarter, /qbr
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This skill runs a complete quarterly planning session. The output, depth, and framing adapt entirely to the user's seniority and audience. Same rigour. Different altitude.
Read the full file before producing anything.
Before doing any planning work, ask:
"Before we start — are you planning as an IC/team PM, as a VP or CPO, or are you building a QBR for your CEO or board?"
If the user has already stated their level, skip the question and proceed.
Map their answer to one of three modes:
| Answer | Mode |
|---|---|
| IC, PM, team lead, team-level planning | MODE A — Team |
| VP, CPO, Head of Product, director-level | MODE B — VP/CPO |
| QBR, board, CEO review, investor update | MODE C — QBR |
Context: The user is a PM or team lead planning for their squad or product area. Output is internal. Audience is their manager, adjacent teams, and engineering partners.
Gather these inputs:
Produce this output:
Format:
Structure:
Objective: [one crisp outcome sentence]
KR1: [metric] from [baseline] → [target] by [date]
KR2: [metric] from [baseline] → [target] by [date]
KR3: [metric] from [baseline] → [target] by [date]
Maximum 2 objectives. Maximum 3 KRs each. If the user gives you more, push back and force prioritisation.
Use placeholder baselines (e.g. "[insert current value]") wherever the user hasn't provided data — never fabricate numbers.
Use a simple three-tier structure:
Must ship (P0): Directly drives KRs. Non-negotiable this quarter. Should ship (P1): High value, ships if P0 stays on track. Explore (P2): Discovery only — no commitment to ship.
For each item: Name | Owner | Effort estimate | KR it drives
| Risk | Likelihood | Impact | Mitigation |
|---|
List the 2–3 decisions that must be made by [planning lock date] for this plan to be executable. Format as: "Decision needed: [topic]. Owner: [person]. Deadline: [date]."
Context: The user is operating at VP or CPO scope. Output drives cross-functional alignment, resourcing decisions, and P&L accountability. Audience is the leadership team and CEO.
Gather these inputs:
Produce this output:
Why this quarter matters. What the macro or competitive environment demands. What the business cannot afford to get wrong.
| Metric | Target | Actual | Delta | Commentary |
|---|
Use "[insert]" placeholders where data isn't provided.
Maximum 3 bets. For each:
Bet name: [short label] Thesis: [one sentence — why this wins] Investment: [headcount, budget, or focus time required] Expected outcome: [metric move, by when] If this fails: [what's the kill signal and by when do we call it]
Show where product and engineering capacity is going:
| Initiative | Capacity % | Category | Strategic Fit |
|---|
Categories: Growth / Retention / Monetisation / Infrastructure / Compliance
| Dependency | Team | What you need | By when | Risk if delayed |
|---|
Frame these as decision-ready statements, not discussion topics:
"Recommendation: [specific action]. If approved, outcome is [X]. If not approved, consequence is [Y]. Decision needed by [date]."
| Metric | Baseline | Q-Target | Owner | Review Cadence |
|---|
Separate leading indicators (weekly signal) from lagging outcomes (end of quarter).
Context: The user is preparing a formal Quarterly Business Review for the CEO, board, or investor audience. Output is presentation-ready. Narrative matters as much as numbers. Every slide must answer "so what."
Gather these inputs:
Produce this output:
Write a 3-paragraph narrative that any board member can read in 60 seconds:
Para 1 — Last quarter in context: What we said we'd do, what happened, and why the delta matters or doesn't.
Para 2 — Where we are now: The strategic position, what's working, what needs to change.
Para 3 — This quarter's commitments: The 2–3 things we will deliver and what success looks like in numbers.
This narrative is the skeleton. Every slide should be traceable to it.
| Metric | Q-1 Actual | Q Target | Q Actual | vs Plan | Trend |
|---|
Green / Amber / Red rating for each. One line of commentary on any Red.
For each priority:
Priority: [name] Status: [Green / Amber / Red] Progress this quarter: [what moved, in numbers] What's working: [one sentence] What's not: [one sentence — own it, don't bury it] Next quarter plan: [specific commitment]
This is the highest-value slide in the QBR. Make it surgical.
For each ask:
| Risk | Probability | Impact | Mitigation | Owner |
|---|
Only include risks that are board-relevant — material to revenue, regulatory, or strategic direction. Don't pad.
Three statements, each in this format:
"By end of [month], we will [specific outcome] as measured by [metric], owned by [name]."
No more than three. If you give more, the board stops believing them.
Numbers over words. "+40% net deposits QoQ" not "strong deposit growth."
Own the misses. Never bury a miss in passive voice. "We missed activation by 8 points because onboarding latency spiked post-migration" is better than "activation was below target."
Decisions, not discussions. Every planning output should end with a clear list of what needs to be decided, by whom, and by when.
Placeholders over fabrication. If the user hasn't provided a metric, use "[insert current value]" — never invent a number.
Suggest next commands. After completing the plan, offer:
/pre-mortem — to stress test the plan before lock/stakeholder-update — to draft the communication to leadership/write-prd — to kick off execution on the top P0 initiativeMODE A trigger: "Help me do quarterly planning for my payments team — I'm a PM."
MODE B trigger: "I need to run VP-level Q2 planning. I own the credit card P&L."
MODE C trigger: "Help me build a QBR deck for our board meeting next Friday."
Ambiguous trigger (ask): "Can we do quarterly planning?" → Respond: "Happy to — are you planning as a team PM, as a VP/CPO, or building a QBR for your CEO or board?"