「ray」の検索結果

Provides large-scale single-cell omics data manipulation using Genomic Data Structure (GDS) files. It combines dense and sparse matrices stored in GDS files and the Bioconductor infrastructure framework (SingleCellExperiment and DelayedArray) to provide out-of-memory data storage and large-scale manipulation using the R programming language.

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Identification of differentially expressed genes and estimation of the False Discovery Rate (FDR) using both the Significance Analysis of Microarrays (SAM) and the Empirical Bayes Analyses of Microarrays (EBAM).

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Provides a high-level R interface to CoreArray Genomic Data Structure (GDS) data files. GDS is portable across platforms with hierarchical structure to store multiple scalable array-oriented data sets with metadata information. It is suited

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Use DocArray for multimodal Pydantic-style documents, typed DocList and DocVec batches, serialization and local storage, FastAPI payloads, and vector retrieval indexes.

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Compress-Cache-Retrieve for huge, repetitive array tool output (logs, scan results, time series, event streams) before it enters context. Keeps an informative sample — endpoints, anomalies/change-points, head/tail — drops the redundant rest to a local cache, and leaves a retrievable hash. Use when a tool returns a long uniform JSON array you must read but mostly skim, and the full set is one command away if needed. Lossy-but-recoverable.

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Investigate how a concept, code path, application, network flow, system, incident, document, or local artifact actually works, then deliver a two-depth visual HTML explainer with a dead-simple big-picture first layer and source-backed technical depth behind it. Use when the user invokes $xray, asks how something works under the hood, wants a module or app behavior traced across boundaries, requests web, code, network, or safe static artifact research before explanation, or asks for an evidence-backed explainer. Do not use for answer-only definitions, general web design, full codebase audits, or invasive binary reverse engineering without explicit authorization.

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Query NCBI GEO for gene expression datasets. Use when user asks about RNA-seq datasets, microarray data, expression data, GEO accessions, or finding public datasets. Triggers on "geo", "gene expression omnibus", "expression dataset", "RNA-seq dataset", "microarray dataset", "GSE", "GDS".

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Query RCSB PDB for experimental protein structures. Use when user asks about crystal structures, X-ray, cryo-EM, NMR structures, or PDB IDs. Triggers on "pdb", "crystal structure", "cryo-em", "x-ray structure", "protein crystal", "experimental structure".

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Think and work like an expert Antenna Engineer. Use when a task calls for Antenna Engineer judgment. Reasons from gain–directivity–efficiency, Chu–Harrington bandwidth limits, and array factor through HFSS/CST/FEKO synthesis, IEEE 149-2021 NF/FF/CATR metrology, CTIA TRP/TIS/ECC OTA, and Friis link budgets while treating ground-plane truncation, active impedance in arrays, range ripple, and S₁₁≠pattern conflation as first-class failure modes.

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Author and maintain MANUAL and hybrid test cases and suites in TestRail, Xray (Jira), Zephyr Scale, and Qase. Covers test-case anatomy (title, preconditions, steps, expected results, test data), suite/section organization, bulk authoring from user stories and acceptance criteria, ambiguous-step linting, CSV/API import-export payloads per tool, requirement traceability and coverage gaps, review hygiene, and when a manual case should graduate to automation. Use when: "write a test case," "manual test case," "TestRail case," "Xray test," "Zephyr Scale case," "Qase case," "import CSV into TestRail," "lint these steps," "traceability report," "should this be automated." Not for: Generating automated TEST CODE — that is ai-test-generation. Sprint-level WHAT-to-test selection — that is test-planning. Related: ai-test-generation, test-planning, exploratory-testing, qa-project-context.

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World-class level design expertise - spatial storytelling, player flow, blockout methodology, and the invisible hand that guides players without them knowingUse when "level design, blockout, graybox, whitebox, player flow, level layout, combat arena, exploration space, map design, multiplayer map, pacing, weenie, landmark, gating, metroidvania, open world design, linear level, environmental storytelling, teaching through design, playtesting, heatmap, metrics, sightlines, level-design, game-development, spatial-design, blockout, graybox, player-flow, pacing, environmental-storytelling, combat-design, multiplayer-maps, open-world, linear-design, metroidvania" mentioned.

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Scripts and configures production rendering in Autodesk 3ds Max with the V-Ray and Corona renderers: output size and files, render elements, denoising, light mix, batch and command-line rendering, and network rendering. Use when a user asks to set up a production render, render several cameras in one batch, render from the command line or on a render farm, add render passes for compositing, or cut render time for archviz and product shots.

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产品营销 (PMM, Product Marketing) — 拥有「产品如何被定位 / 表达 / 发布 / 卖进市场」的从业者认知操作系统: 是产品 / 销售 / 市场 / 客户之间的连接组织, 负责把产品能力翻译成市场价值, 并把市场声音带回产品。覆盖 (a) 定位与差异化 (April Dunford 「刻意选择语境」框架 + 竞争性替代方案 + 卖价值不卖功能 + 选择「让你优势成立的市场参照系」, 对照 Ries & Trout 经典「定位是占领心智」), (b) 信息传递与叙事 (messaging 层级 / 信息屋 + 价值主张 + 收益导向 vs 战略叙事「换框架」Andy Raskin + 表达清晰度 Emma Stratton / Punchy + 初创 homepage 定位 FletchPMM), (c) 进入市场 (GTM) 策略与产品发布 (发布分级 T1/T2/T3 + 发布流程与跨职能编排 + GTM 打法 PLG vs SLG vs 混合 + 滩头细分选择), (d) 市场与竞争情报 (竞品分析 + battlecard 战卡 + 输赢分析 win/loss + 竞争赋能 Klue/Crayon/Clozd), (e) 买家与客户研究 (ICP 理想客户画像 + 买家 / 用户 persona + Jobs-to-be-Done 任务理论 Christensen/Moesta/Ulwick ODI + 客户之声 VoC + 用真实买家测信息 Wynter/Peep Laja), (f) 销售赋能 (战卡 + pitch / 销售 deck + 一页纸 + demo 叙事 + 异议处理 + 销售培训 + 内容采用率 — 你的产出只值销售实际用到的那部分), (g) 定价与打包 (价值定价 + 打包分层 + 《Monetizing Innovation》Ramanujam/Simon-Kucher + PLG 定价 — 常与产品 / 财务共担), (h) 细分与品类 (市场细分 + TAM/SAM/SOM + 技术采用生命周期与跨越鸿沟 Geoffrey Moore + 品类设计与叙事 Play Bigger / Christopher Lochhead — 稀有且昂贵, 不是默认选项), (i) 需求生成与内容协同 (campaign 信息 + 思想领导力 + 漏斗内容 TOFU/MOFU/BOFU + ABM 基于客户营销), (j) 分析师与影响者关系 (Gartner 魔力象限 + Forrester Wave + 分析师 briefing — To B 场景, 对 pay-to-play 影响诚实标注), (k) 客户营销与倡导 (参考客户 + case study + 评测站 G2/TrustRadius/Capterra 运营 + 社区), (l) PMM 运营与度量 (影响管道 + 赢率 + 发布采用率 + 信息穿透率 + 角色汇报线「向产品还是向市场」之争 + PMM 作为战略职能 vs 接单工具人陷阱); 跨 B2B SaaS (该学科重心) / B2C 消费 / 开发者 PLG / 平台产品。不含 产品管理 (PM 造产品 / 拥有 roadmap, PMM 拥有市场 — 相邻且极易混淆) / 增长 / 效果营销 / 付费投放 (平行学科) / 品牌 / 企业传播 / 公关为终点 / 需求生成为终点 (PMM 与之协同但不等同) / 平面设计 /「做 slide 和周边的团队」(PMM 抗争的接单工具人窄化) / 泛泛「市场营销」。 (Product Marketing (PMM) — the cognitive operating system of practitioners who own how a product is positioned, messaged, launched, and sold into a market: the connective tissue between product, sales, marketing, and customers, responsible for translating product capability into market value and bringing the voice of the market back into product. Covers (a) positioning & differentiation (April Dunford's deliberate-context framing, competitive alternatives, value-not-features, framing the market in which your strengths matter — vs Ries & Trout classic perception-in-the-mind positioning), (b) messaging & narrative (messaging hierarchy / house, value proposition, benefit-led vs strategic-narrative / change-the-frame messaging Andy Raskin, clarity craft Emma Stratton/Punchy, homepage & startup positioning FletchPMM), (c) go-to-market (GTM) strategy & product launches (launch tiers T1/T2/T3, launch process & cross-functional orchestration, GTM motion PLG vs SLG vs hybrid, beachhead segment selection), (d) market & competitive intelligence (competitive analysis, battlecards, win/loss analysis, competitive enablement Klue/Crayon/Clozd), (e) buyer & customer research (ICP ideal customer profile, buyer & user personas, Jobs-to-be-Done Christensen/Moesta/Ulwick ODI, voice of customer, message testing with real buyers Wynter/Peep Laja), (f) sales enablement (battlecards, pitch & sales decks, one-pagers, demo narratives, objection handling, sales training, content adoption — output is only as good as what sales actually uses), (g) pricing & packaging (value-based pricing, packaging & tiering, Monetizing Innovation Ramanujam/Simon-Kucher, PLG pricing — often shared with product/finance), (h) segmentation & category (market segmentation, TAM/SAM/SOM, technology adoption lifecycle & crossing the chasm Geoffrey Moore, category design & narrative Play Bigger / Christopher Lochhead — rare and expensive, not a default), (i) demand-gen & content partnership (campaign messaging, thought leadership, funnel content TOFU/MOFU/BOFU, ABM account-based marketing), (j) analyst & influencer relations (Gartner Magic Quadrant, Forrester Wave, analyst briefings — for B2B, with honest read on pay-to-play perception), (k) customer marketing & advocacy (references, case studies, reviews G2/TrustRadius/Capterra presence, community), (l) PMM operations & metrics (influenced pipeline, win rate, launch adoption, message pull-through, the role's reporting line product-vs-mark

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健身私教 — 为客户设计、指导和推进个性化训练方案的专业工艺, 有别于团课教练、物理治疗师或运动队教练: (a) 训练方案设计与周期化 (线性 / 波动 / 板块周期化 Bompa & Haff; NSCA《力量训练与体能训练精要》行业圣经; Schoenfeld 肌肥大机制; Helms/Valdez/Morgan 肌肉与力量金字塔; 共轭训练法 Simmons/Westside; Starting Strength 线性渐进 Rippetoe; Renaissance Periodization 训练量地标 Israetel); (b) 动作评估与筛查 (FMS 功能性动作筛查 Gray Cook; NASM CEx 纠正性训练连续体 抑制-拉伸-激活-整合; 关节逐级方法 Cook/Boyle; 姿势与代偿模式识别; PAR-Q+ 与 ACSM 运动前筛查指南); (c) 教学与指令 (外部 vs 内部注意焦点 Wulf; 差异化学习 Schöllhorn; 约束导向方法 Davids/Renshaw; RIR/RPE 自动调节 Zourdos/Helms; 动机访谈在健身中的应用 Rollnick/Miller); (d) 营养指导的执业边界 (宏量营养素周期化; Precision Nutrition / ISSN 立场声明的循证建议; 边界: 私教提供一般性指导, 医学营养治疗需 RD/RDN 资质; 能量可用性与 RED-S Mountjoy IOC 共识); (e) 商业与客户管理 (客户留存与方案依从; 咨询与销售伦理; 线上教练平台与规模化 Goodman PTDC; 方案交付工具 TrueCoach/Trainerize/TrainHeroic; 课时定价模型; 独立教练 vs 健身房雇员); (f) 专项方向 (运动表现 CSCS; 纠正性训练 CES; 老年健身 SFN; 产前产后; 青少年 YSCA; 适应性 / 无障碍健身; 健美 / 形体; 力量举; 耐力运动 S&C)。诚实处理: 兄弟科学 vs 循证之争, 补剂行业利益冲突, 合成代谢激素使用现状 (诚实但不推广: 匿名调查约 30% 有经验男性健身者使用过 — 业内估, Kanayama/Pope/Hudson 记录健康风险, WADA 禁用清单用于竞技语境), 体型焦虑与进食障碍风险 (男性私教肌肉变形症, 正食症倾向, NEDA 负责任语言指南), 健身房掠夺性销售 (高压推销、误导性对比照、长约锁定), 执业边界违规 (私教诊断伤病或超范围开饮食处方), 线上教练认证造假 (周末速成、未经认可的认证)。不含: 物理治疗 / 康复治疗 (持照医疗职业), 不含: 团课教练 (Les Mills/Zumba/CrossFit 分馆教练 — 相邻但不同), 不含: 精英竞技运动教练 (团队项目周期化, 不同职业路径), 不含: 营养作为主业 (临床营养学需单独资质)。 (Personal Trainer — the craft of designing, coaching, and progressing individualized exercise programs for clients, distinct from group fitness instruction, physiotherapy, or sports coaching: (a) exercise programming and periodization (linear / undulating / block periodization per Bompa & Haff; NSCA Essentials of Strength Training and Conditioning as industry bible; Schoenfeld on hypertrophy mechanisms; Helms/Valdez/Morgan Muscle & Strength Pyramids; conjugate method Simmons/Westside; Starting Strength linear progression Rippetoe; Renaissance Periodization volume landmarks Israetel); (b) movement assessment and screening (FMS Gray Cook; NASM CEx corrective exercise continuum inhibit-lengthen-activate-integrate; joint-by-joint approach Cook/Boyle; posture and compensation pattern identification; PAR-Q+ and pre-exercise screening ACSM guidelines); (c) coaching and cueing (external vs internal cueing Wulf attentional focus research; differential learning Schöllhorn; constraints-led approach Davids/Renshaw; RIR/RPE autoregulation Zourdos/Helms; motivational interviewing for adherence Rollnick/Miller adapted to fitness); (d) nutrition guidance within scope of practice (macronutrient periodization; evidence-based recommendations per Precision Nutrition / ISSN position stands; scope boundary: PT gives general guidance NOT medical nutrition therapy which requires RD/RDN credential; energy availability and RED-S awareness Mountjoy IOC consensus); (e) business and client management (client retention and programming adherence; consultation and sales ethics; online coaching platforms and scaling Goodman PTDC; programming delivery tools like TrueCoach/Trainerize/TrainHeroic; session pricing models; independent contractor vs gym employee dynamics); (f) specialization tracks (sports performance CSCS; corrective exercise CES; senior fitness SFN; pre/postnatal; youth YSCA; adaptive/inclusive fitness; bodybuilding/physique coaching; powerlifting/strength sports; endurance athlete S&C). Evidence-based practice as the core ethos: Schoenfeld/Krieger meta-analyses on volume-response, Helms systematic reviews on protein/resistance training, Brad Schoenfeld's MASS journal bridging research to practice, Menno Henselmans and Eric Helms as practitioner-researchers, Greg Nuckols Stronger By Science as translation layer. Chinese fitness industry context: rapid growth of personal training in commercial gyms (Keep/Lefit/Megafit chains), NSCA-CPT and ACE-CPT as dominant certifications alongside local CSFA (China Sport and Fitness Association) credential, '体适能' (physical fitness) as formal term, online coaching boom post-COVID, PT business models in tier 1-3 cities diverge sharply. Honest treatment of: bro science vs evidence-based d

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CEO (Chief Executive Officer) — 一家公司「最高操作员」的工艺, 与泛泛「领导力 / 管理学」不同: (a) 设定战略与凝结愿景 (Drucker 的「企业的经营理论」+ Porter 论定位 + Hamilton Helmer 的「七力」+ Andy Grove 的「战略转折点」+ Roger Martin 《Playing to Win》); (b) 资本配置是 CEO 单一最高杠杆的工作 (Buffett/Munger Berkshire 致股东信 + William Thorndike 《The Outsiders 商界局外人》论 8 位非常规 CEO + Michael Mauboussin 论 hurdle rate + Bezos 年度致股东信「invariants vs bets」+ Mark Leonard Constellation Software); (c) 组建与领导高管班子 (Patrick Lencioni 《团队的五大障碍》+ Ben Horowitz 《艰难的事》+ Reed Hastings 《No Rules Rules》人才密度 + Andy Grove HOP《高产出管理》+ Lou Gerstner IBM 转型 + Marshall Goldsmith); (d) 董事会与投资人关系 (Larcker & Tayan 《公司治理重要》+ Bill George 《True North》+ 正式 CEO-董事长 / CEO-独立董事 protocol + 维权投资人 playbook + 资本市场沟通); (e) 企业文化与价值观作为操作系统 (Netflix 文化手册 + Amazon Leadership Principles + Bridgewater 《Principles》Ray Dalio + Schein 论组织文化 + 任正非 灰度 + 张瑞敏 人单合一 + 稻盛和夫 阿米巴); (f) 高不确定下的高风险决策 (Bezos Type 1/Type 2 决策 + premortem Klein + Kahneman 论 executive bias + RAPID/DACI + base rates + 情景规划 + 反思 premortem); (g) 对内对外沟通 (创始人 / CEO 致股东信作为机构构建工具: Bezos / Buffett / Reed Hastings 备忘录 / 任正非 内部讲话 + Town Hall + 危机沟通 Tylenol/Boeing/Wells Fargo + 应对维权投资人); (h) 跨阶段规模化 (创业 0→1 / 扩张 1→100 / 成熟期掌舵 / 危机转型): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde + Lou Gerstner 转型; (i) 创始人 CEO vs 职业经理人 CEO 的差异 (Paul Graham 「Founder Mode」2024 + Brian Chesky + Reed Hastings (创始人→职业过渡) + BCG/McKinsey 的「manager mode」+ 两者各自代价 + 什么时候切换)。诚实处理: 幸存者偏差 (单个 CEO 的打法 ≠ 普适规律, 学术研究显示 CEO 个人方差约 ⅓, 约 70% 来自行业 / 时代 / 运气 / 资本结构), 创始人崇拜, 区分可复制工艺与不可移植个人魅力, 治理与利益相关者责任 (员工 / 股东 / 社会), 反对 CEO 神话与 Welch 退休金扭曲 / Theranos / WeWork / FTX / Uber-Kalanick 时代 / Musk 80h+ / 996 工时崇拜。覆盖 founder-CEO (Bezos/Hastings/黄仁勋/Chesky/Brin/任正非) 与职业 CEO (Nadella/Gerstner/Pichai/Mulally/Lafley)。不含: 泛泛管理理论 (商业书已覆盖, 本 skill 专谈 C-suite 这个具体岗位), 不含: 「领导力」作为个人成长自助 (Robbins/Tracy/Maxwell 励志体裁), 不含: 「如何创业」早期战术 — 一旦有员工 / 董事会 / 资本, CEO 的工艺才开始。 (CEO (Chief Executive Officer) — the craft of being the top operator of a company, distinct from generic 'leadership/management': (a) setting the strategy and crystallizing the vision (Drucker's 'theory of the business' + Porter on positioning + Hamilton Helmer's 7 powers + Andy Grove's strategic inflection points + Roger Martin Playing to Win); (b) capital allocation as the CEO's single highest-leverage job (Buffett/Munger Berkshire letters + William Thorndike 'The Outsiders' on 8 unconventional CEOs + Michael Mauboussin on hurdle rates + Bezos's annual shareholder letter approach to invariants vs bets + Mark Leonard Constellation Software); (c) building and leading the executive team (Patrick Lencioni 'Five Dysfunctions' + Ben Horowitz 'Hard Things About Hard Things' + Reed Hastings 'No Rules Rules' on talent density + Andy Grove HOP + Lou Gerstner IBM turnaround + Marshall Goldsmith); (d) board and investor relations (Larcker & Tayan 'Corporate Governance Matters' + Bill George 'True North' + the formal CEO-Chair / CEO-Lead Director protocols + activist investor playbooks + capital markets communication); (e) culture and values as operating system (Netflix culture deck + Amazon Leadership Principles + Bridgewater 'Principles' Ray Dalio + Schein on org culture + 任正非 Ren Zhengfei 灰度 + 张瑞敏 Zhang Ruimin 人单合一 + 稻盛和夫 阿米巴); (f) high-stakes decision-making under uncertainty (Bezos Type 1 vs Type 2 + premortem Klein + Kahneman 'Thinking Fast and Slow' for executive bias + RAPID/DACI + base rates + scenario planning + premortem); (g) internal and external communication (founder/CEO letters as institution-builders: Bezos shareholder letters / Buffett letters / Reed Hastings memos / 任正非 内部讲话 + Town Halls + crisis communication Tylenol/Boeing/Wells Fargo + activist responses); (h) cross-stage scaling (founder-CEO of 0→1 / scaling 1→100 / mature-stage stewardship / turnaround): Steve Blank + Brian Chesky founder-mode + Marc Andreessen + Pierre Lassonde mining vs steady-state + Lou Gerstner turnaround; (i) the founder-CEO vs professional-manager-CEO distinction (Paul Graham 'Founder Mod

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B2B 大客户销售 (B2B 大客户销售 / 企业级复杂销售 (Enterprise B2B Sales / Complex Selling) — 面向企业客户的高价值、长周期、多干系人复杂销售的职业认知操作系统，从业者(AE/客户经理/SE 售前/销售负责人 VP Sales/CRO)、想入行者、以及服务这行(销售咨询/enablement/RevOps)的视角。覆盖: (a) 第一性张力 — 三大方法论流派之争: **买方主导的诊断式提问 (consultative/discovery-led: SPIN 提问 → 痛点 → 方案, 「像医生先诊断再开方」) ⇄ 卖方主导的教学式挑战 (Challenger: Teach-Tailor-Take control, 用商业洞见 reframe 客户认知, 「像老师挑战客户的既有想法」) ⇄ 资格审查纪律 (MEDDIC/MEDDPICC: 先严格 qualify/disqualify, 「no deal 好过 bad deal」)**; 三派不是非此即彼, 资深人混用, 但底层世界观分歧真实(问 vs 教 vs 筛); 更深层张力 — 「过程/方法论纪律 (process rigor: 预测准确、deal inspection、qualify) ⇄ 关系/信任 (relationship: champion 培养、高管关系、人情)」, 「卖结果/业务价值 (business outcome/ROI、卖给经济决策人) ⇄ 卖产品/功能 (feature selling)」, 「多线程触达买方委员会 (multithreading buying committee) ⇄ 单一 champion 依赖」; (b) 方法论正典 (最标准化、最易蒸出高质量+CLI 化) — MEDDIC/MEDDPICC (Metrics 量化指标/Economic buyer 经济决策人/Decision Criteria 决策标准/Decision Process 决策流程/Identify Pain 痛点/Champion 内部拥护者 + Paper process 签约流程/Competition 竞争), SPIN (Situation/Problem/Implication/Need-payoff 提问序列), Challenger (商业洞见 commercial insight + reframe + 建设性张力 constructive tension + Mobilizer 调动者), Solution Selling (痛点链 pain chain/愿景创建/buying vision), Sandler (前置合约 up-front contract/痛苦漏斗 pain funnel/潜艇七步), Command of the Message (Force Management: 业务价值框架/before-after/decision criteria), Gap Selling (Keenan: 现状 current state → 期望 future state → 差距 the gap/问题中心), Miller Heiman Strategic Selling (蓝表 blue sheet/buying influences: 经济/用户/技术买家 + coach), Value Selling, BANT (老式资格框架, 多被 MEDDIC 取代); (c) 行业结构与角色 — SDR/BDR (开发/约见) → AE/客户经理 (成交) → SE/售前/Solutions Engineer (技术验证/POC/demo) → CSM (客户成功/续约扩张) → Sales Manager/VP Sales/CRO; RevOps (收入运营), Sales Enablement (赋能); land and expand (先落地再扩张)、量化指标 quota/OTE(目标总收入)/配额达成率/pipeline coverage(管道覆盖率 ~3x 业内经验法则)/win rate(赢率)/sales velocity(销售速度)/ramp time(爬坡期)/ACV·ARR·NRR(年合同额/年经常性收入/净收入留存); (d) 销售周期 (the deal/opportunity lifecycle) — prospecting 开发 → discovery 需求挖掘 → qualification 资格审查(MEDDIC) → demo/technical validation/POC 技术验证 → business case/value 业务价值与 ROI → proposal 提案 → negotiation 谈判(procurement 采购/法务/security review) → close 成交 → onboarding/expansion 交付与扩张; 干系人: champion 拥护者 vs coach 线人 vs economic buyer 经济决策人 vs blocker 阻碍者; mutual action plan/close plan(双向行动计划/成交计划); (e) 产出物与节奏 — discovery call(需求电话)、demo、business case、proposal/SOW、MAP(mutual action plan)、forecast(预测: commit/best case/pipeline 类别)、pipeline review/deal review/QBR(季度业务回顾)/account plan(客户计划); (f) 职业/招聘/薪酬 — quota/OTE/comp plan(底薪+提成)/accelerator(加速器)/SPIFF/clawback、ramp、President's Club(顶尖销售俱乐部)、SDR→AE→管理 晋升路径、rep turnover(销售流失率高); (g) 争议/批判 — Challenger 是否过誉(CEB 原始数据被质疑、insight selling 批评)、MEDDIC 沦为填表剧场(box-checking theater, 填字段不真 qualify)、活动指标 vs 质量(spray-and-pray 群发/冷电话存废之争)、AI SDR/自动化淹没收件箱(2024-2025 AI BDR 泡沫 + 邮件送达率崩溃 backlash)、SDR 军团模式是否将死(Winning by Design/signal-based GTM 取代)、配额虚高与销售 burnout、季末打折促单、销售方法论的「宗教化」与培训-认证产业链、最大竞争对手其实是「no decision/维持现状」而非对手; (h) 流派/思想谱系 — 提问诊断派(Rackham SPIN/Bosworth&Eades Solution Selling/Keenan Gap Selling) vs 挑战教学派(Dixon&Adamson Challenger/Force Management Command of the Message) vs 资格纪律派(MEDDIC: Napoli&Dunkel 起源/John McMahon/MEDDICC Andy Whyte) vs 关系战略派(Miller Heiman Strategic/Large Account) vs SaaS 现代收入架构派(Aaron Ross Predictable Revenue/Mark Roberge Sales Acceleration Formula/Jacco van der Kooij Winning by Design bowtie/David Skok 指标) vs 开发-心态派(Jeb Blount Fanatical Prospecting/Sales EQ、Anthony Iannarino、Josh Braun) vs 谈判(Chris Voss Never Split the Difference 战术同理心)。不含: B2C/零售/电商导购销售、纯电话客服/客户支持、纯渠道/分销管理(channel 虽相关但聚焦直销复杂销售)、纯 marketing/需求生成(demand gen 虽上游但本 skill 聚焦销售执行)、纯 CSM 客户成功(虽相关但聚焦 new logo + expansion 的销售动作)。) Master OS — automated mastery of B2B 大客户销售 / 企业级复杂销售 (Enterprise B2B Sales / Complex Selling) — 面向企业客户的高价值、长周期、多干系人复杂销售的职业认知操作系统，从业者(AE/客户经理/SE 售前/销售负责人 VP Sales/CRO)、想入行者、以及服务这行(销售咨询/enablement/RevOps)的视角。覆盖: (a) 第一性张力 — 三大方法论流派之争: **买方主导的诊断式提问 (consultative/discovery-led: SPIN 提问 → 痛点 → 方案, 「像医生先诊断再开方」) ⇄ 卖方主导的教学式挑战 (Challenger: Teach-Tailor-Take control, 用商业洞见 reframe 客户认知, 「像老师挑战客户的既有想法」) ⇄

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An engineering-grade marketing system organized around two surface modes — a deep black canvas for hero and footer chapters and a flat paper-white canvas for body content — connected by a single, almost violently saturated NVIDIA Green accent that carries every CTA, every active tab, and the small decorative corner squares that mark out cards. The system is unapologetically angular: 2px radius across every surface, tight bold sans-serif typography in NVIDIA's proprietary EMEA cut, and a hairline gray rule that separates dense multi-column technical content. There is no decorative gradient, no atmospheric mesh, no soft drop shadow — just black, white, gray, and green stacked into a structured editorial grid that scales from product cards to massive industry landing pages without bending its rules.

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Comparative framing across contemplative and mind-body traditions — Sōtō Zen and Rinzai Zen, Theravada vipassana, Tibetan Vajrayana, classical yoga and its eight limbs, Daoist internal cultivation, secular MBSR and MBCT, engaged mindfulness as Thich Nhat Hanh teaches it, Christian contemplative prayer, Sufi dhikr, the Hesychast tradition of the Eastern Orthodox church — for the routing agent who has to understand where a user is already standing before recommending a practice. Covers the pedagogical voice of each tradition, the places they overlap, the places they genuinely disagree, and the non-sectarian framing the college department uses. Use when a user arrives with a prior tradition, when a query spans more than one tradition, or when the agent needs a vocabulary for what is shared and what is lineage-specific.

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Triages AWS CloudWatch alarms using boto3 CloudWatch.describe_alarms, CloudWatch Logs Insights queries, and AWS X-Ray trace analysis via the xray-sdk. Correlates alarm triggers with deployment events.

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Build or refine UI color systems, warmth, semantic color, and color-based hierarchy in designs that are too gray, monochromatic, or missing color meaning. Use when the user mentions dull colors, gray UI, missing warmth, weak semantic color, or a need for stronger color hierarchy.

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Angular forms: Reactive Forms (preferred — typed FormGroup/FormControl since Angular 14, FormBuilder, custom + async validators, FormArray, multi-step) and Template-driven (`[(ngModel)]` + FormsModule). Validation strategies, server error mapping, accessibility. Use this skill to: - Build Reactive Forms with typed FormGroup/FormControl. - Use FormBuilder для concise syntax. - Implement custom synchronous and async validators. - Wire FormArray for dynamic field lists. - Map server errors back to form fields. - Pick Reactive vs Template-driven (prefer Reactive). Do NOT use this skill for: - General conventions (see angular-conventions). - State management beyond forms (see angular-state-and-rx). - Routing (see angular-routing). - Testing forms (see angular-testing).

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Style every matplotlib figure like the Stata 18/19 default (stcolor) scheme — Arial embedded as TrueType, white background, recessive light-gray grid below the data, no top/right spines, unframed legends, and the validated blue/red/gray palette. Use whenever a task generates or restyles charts, plots, or figures for papers, reports, or slides, even if the user doesn't mention Stata — this is the house style for all publication figures. Also use when asked to make figures "look like Stata", match the stcolor scheme, or restyle existing matplotlib output.

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Guidance for Tauri v2 system tray interactions and platform behavior differences.

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Use when a task needs the judgment of a Nutrition and Dietetics Technician, Registered (NDTR/DTR) — translating a physician's diet order into a texture/therapeutic tray specification, triaging a nutrition-screening or intake-decline signal for RDN escalation, auditing a tray line or food-safety log against a threshold, or drawing the line between routine dietetics work and a nutrition-diagnosis call that belongs to the supervising RDN.

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