Give recurring judgement over time
26 primitives in this stage — 23 skills · 3 agents. Concept-stage catalogue, kept vendor-agnostic.
Engagement-rhythm signal monitor →
"The third reschedule in a row wasn't a diary problem — it was a signal the format had stopped working."
Track the unfolding crisis and prompt next moves →
"The hardest thing in a crisis is knowing what to attend to next — everything feels urgent and most of it isn't."
Run the standing client-context scan →
"I found out about the regulatory change three weeks after it mattered. I can't be scanning feeds all day — it needs to scan for me."
Pre-session context-refresh brief →
"I hate walking into a call and realising mid-sentence I've forgotten where we left things."
Session agenda draft →
"We always ran out of time on the thing that mattered most — this fixes that before the call starts."
Surfacing-question prompt →
"The real issue is never what they lead with. I need the question that cracks it open."
On-the-fly reframe and recommendation →
"They'd described it as a resource problem for ten minutes — I needed the reframe fast, while they were still in the room."
Session summary and action-list note →
"If I don't write it up in the same sitting it evaporates, and so does the accountability."
Board-pack prep and intervention plan →
"Attending without a prep takes the seat but wastes the moment — I need to know my two moves before I walk in."
Cadence fit review →
"We'd kept the monthly cadence out of habit long after the need had changed — the relationship deserved better."
Annotate a client artefact with inline judgement →
"They needed more than typo fixes — they needed to know which argument the board would pick apart."
Stress-test the artefact's central argument →
"I read it and it felt tight — until I imagined the CFO's first question and it wasn't."
Draft a considered written reply →
"They don't need another nuanced 'it depends' — they need my actual view, with the reasoning they can use."
Frame the decision as options with a recommendation →
"They'd asked 'what should we do' — they needed the options laid out before they could hear the answer."
Rapid pre-call orientation brief →
"They texted 'can we talk in 10 mins' — I needed to be ready, not catching up live."
Rapid crisis orientation brief →
"In the first hour I had three people telling me three different things — I needed the actual picture, fast."
Draft a pre-read advisory note →
"I can't be there, but my thinking can — if it's written in a way they can actually use."
Separate the presenting question from the underlying issue →
"They thought they had a pricing problem. It took me two minutes to see it was a positioning problem — and the difference mattered completely."
Identify what is unknown before diagnosing →
"I nearly gave them an answer based on numbers that were six months old. I needed to know what I didn't know first."
Generate and weigh the plausible courses of action →
"The answer they expected wasn't wrong — it was just the only option they'd considered. I needed to show them what else was on the table."
Attack the candidate recommendation before committing →
"I was confident in the recommendation. That's exactly when I most need someone to argue the other side."
Translate the settled view into a client-ready brief →
"The view was right but I'd misjudged the order — I led with the implication before they trusted the reasoning."
Digest a batch of inbound client updates →
"Forty emails, a board pack, and a dashboard export — I needed to know what actually changed in ten minutes, not forty."
Assess whether a surfaced signal actually changes the picture →
"Not every headline is a signal. The judgement is knowing which one changes what I told them last week."
Run the pre-touchpoint reorientation pass →
"Three weeks had passed and I needed to rebuild the picture before the session, not during it."
Extract watch-worthy flags and threads →
"I'd noticed it three sessions running but never written it down. By the time it mattered I'd forgotten I'd seen it."