Claude Skills by jeffreytse

Use when evaluating a company's financial performance, comparing competitors, or assessing investment quality — e.g., "what's a good profit margin?", "how do I calculate ROIC?", "what does ROE tell me?", "interpreting gross vs. operating margin"

Use when assigning overhead or shared costs to products, services, departments, or customers — e.g., "how do I allocate overhead?", "activity-based costing vs. traditional?", "which products are actually profitable?", "cost per customer segment?"

Use when designing or overhauling a financial reporting system for a company, including chart of accounts, reporting cadence, and management reporting structure

Use when restructuring a business's cost base during a turnaround, margin-improvement initiative, or annual budget cycle — building every expense line from a zero baseline and requiring explicit justification, rather than incrementally adjusting last year's budget forward.

Use when evaluating the profitability and scalability of a business model at the per-customer or per-transaction level

Use when calculating how much a customer is worth, pricing acquisition costs, or evaluating unit economics — e.g., "what's our LTV?", "how much can we spend to acquire a customer?", "LTV:CAC ratio?", "what's our payback period?"

Use when evaluating capital investments, projects, or acquisitions using Net Present Value and Internal Rate of Return analysis

Use when calculating the Weighted Average Cost of Capital for a company to use as the discount rate in valuation or capital budgeting decisions

Use when a financial institution or money-services business needs an anti-money-laundering compliance program — building it around the specific pillars required under the Bank Secrecy Act (written policies, a designated compliance officer, ongoing training, independent testing, and customer due diligence), rather than a generic fraud-prevention policy with no BSA-specific structure.

Use when advising on or designing the optimal capital structure for a company, including debt-equity mix, financing decisions, and leverage analysis

Use when building a cash flow projection for a business — e.g., "will we run out of cash?", "how much runway do we have?", "13-week cash flow model", "cash flow forecast for fundraising"

Use when planning or evaluating how to exit a business — e.g., "how do I sell my company?", "M&A vs. IPO?", "what's my business worth?", "how do I prepare for acquisition?", "strategic vs. financial buyer?"

Use when setting a financial institution's or capital-intensive company's capital and liquidity policy — maintaining capital and liquidity buffers well beyond regulatory minimums specifically so the company can survive a severe crisis and, ideally, capitalize on distressed opportunities while weaker competitors are forced to retrench.

Use when planning to raise external capital for a business — e.g., "how do I raise a seed round?", "what should my Series A look like?", "how much dilution is acceptable?", "VC vs. angel vs. bootstrap?"

Use when deciding how an organization should handle a specific identified risk — choosing deliberately among retaining/self-insuring it, transferring it via insurance, avoiding it, or reducing it, rather than defaulting to insuring every risk or retaining every risk without a deliberate, risk-by-risk decision.

Use when a financial institution or similarly regulated organization relies on quantitative models for decisions with material financial consequences — establishing independent model validation, a model inventory with defined ownership, and ongoing performance monitoring, rather than treating a model as trustworthy simply because it was built by a competent team.

Use when setting, revising, or validating the pricing for a product or service

Use when a company's corporate treasury function manages cash, debt, hedging, or counterparty relationships without formal board-level authorization limits — establishing defined authority thresholds for treasury decisions, approved counterparty and instrument lists, and board or committee oversight of treasury risk, rather than leaving treasury decisions to management discretion with no defined governance boundary.

Use when building a three-statement financial model for a company or business unit

Use when managing a fixed-income portfolio actively rather than passively — positioning duration based on an interest-rate view, rotating between credit sectors based on relative value, and pursuing total return (price appreciation plus income) rather than simply holding bonds to maturity for income alone.

Use when evaluating an asset's expected return using multiple systematic risk factors — rather than a single market-factor model — identifying which specific macroeconomic and fundamental factors actually drive the asset's returns and how sensitive it is to each.

Use when sizing a trading or investment position — requiring a specific minimum ratio of potential reward to defined risk (e.g., risking one dollar to make five) before entering, and cutting the position quickly if the predefined risk level is reached, prioritizing defense over being right on every position.

Use when allocating capital and deciding how much exposure to take to speculative, high-upside opportunities — split allocation between an extremely safe majority and a small, explicitly capped allocation to high-convexity, open-ended-upside bets, while deliberately avoiding the medium-risk middle ground most portfolios default to.

Use when market volatility, a large gain, or a large loss is tempting a deviation from an investment plan — e.g., "should I sell during a crash?", "should I chase this hot stock?", "I panic-sold, what now?"

Use when evaluating a company's management integrity, or one's own investing discipline — checking whether decisions stick to sound, honest fundamentals rather than chasing shortcuts or short-term expedience, per Duan Yongping's 本分 (běnfèn) principle.

Use when deciding whether to hold an investment position through market fluctuations or attempt to trade in and out based on market conditions — e.g., "should I try to time the market?", "when should I sell before a downturn?", "does market timing work?"

Use when systematically screening for high-growth stock candidates — applying the CANSLIM framework's seven criteria (current and annual earnings growth, new catalysts, supply and demand, market leadership, institutional sponsorship, and overall market direction) together, rather than relying on any single criterion in isolation.

Use when managing a fund or pool of capital during a period when no genuinely attractive opportunities meeting the fund's standards can be found — actively returning uninvested capital to investors rather than deploying it into a market offering no attractive opportunities just to remain fully invested.

Use when evaluating an undervalued or distressed company — identifying a specific, checkable catalyst (restructuring, spin-off, management change, asset sale) that will realize the underlying value, rather than buying cheap assets and passively waiting for the market to notice.

Use when a portfolio faces a low-probability but potentially catastrophic risk — buying asymmetric, deeply out-of-the-money protection (credit default swaps, far-out put options) while it's cheap because the market is complacent, so a small, defined cost caps portfolio damage if the tail risk materializes and can itself produce an outsized return.

Use when evaluating whether to invest in a business or industry — determining first whether you understand it well enough to judge its long-term economics, before assessing valuation or thesis quality.

Use when evaluating commodities as an asset class — assessing where a specific commodity sits within a multi-decade supply-and-demand supercycle, since commodity prices move through long structural cycles distinct from equity market cycles and require a different, longer-horizon analytical framework.

Use when deciding how many individual positions to hold in a portfolio of individually-researched businesses — for an investor with genuine, deep understanding of a small number of businesses, choosing conviction-weighted concentration over broad diversification.

Use when broad market pessimism or panic has depressed prices — evaluating whether the fear is creating a genuine buying opportunity in businesses whose long-term economics haven't changed.

Use when holding assets or expecting cash flows denominated in a foreign currency — deciding whether and how much to hedge the currency exposure using forwards, futures, or options, so currency movements don't dominate or obscure the underlying investment or business return.

Use when evaluating a growth company trading at a low valuation multiple — recognizing the compounding return potential from both future earnings growth and a subsequent expansion of the valuation multiple itself, rather than expecting return from earnings growth alone.

Use when a financial crisis has depressed distressed debt and equity prices and government or central-bank intervention has established a policy backstop — assessing whether that backstop creates an asymmetric opportunity in the distressed securities most directly protected by it.

Use when deciding whether to invest a lump sum immediately or spread it across regular intervals — e.g., "should I DCA or invest all at once?", "how do I invest a windfall/inheritance/bonus?", "lump-sum vs dollar-cost averaging"

Use when determining whether a market's primary trend is genuinely intact — requiring confirmation across multiple market averages and volume, and treating a trend as persisting until a clear, confirmed reversal signal appears, rather than reacting to every short-term price fluctuation.

Use when evaluating any investment decision — filtering first for permanent capital loss risk before considering upside potential, per Buffett's \"Rule No. 1: never lose money.\"

Use when a position has produced substantial gains during a rising market — deliberately selling before the peak and accepting leaving further gains on the table, rather than holding for the absolute top and risking a much larger reversal.

Use when screening growth stocks — favoring companies whose earnings growth rate is itself accelerating (growing faster than the prior period's growth rate), not merely companies with a high but stable or decelerating growth rate.

Use when a stock has dropped sharply on negative earnings or news — assessing whether the market has systematically overreacted relative to the fundamental impact, since documented research shows low-expectation stocks recover from negative surprises more often than sentiment alone would predict.

Use when analyzing a price chart's structure for repeating crowd-psychology patterns — classifying price movement into a five-wave impulse pattern in the direction of the trend followed by a three-wave corrective pattern, to form a view on where a market cycle currently stands within this repeating structure.

Use when looking for new investment ideas — treating everyday consumer or professional observations (a product you love, a store you notice thriving) as a starting point for research, never as a substitute for it.

Use when selecting which industries to focus growth-stock research on — favoring "fertile fields" (industries still early in their growth cycle with significant runway) over mature industries, and holding positions through multiple business cycles as the industry matures.

Use when evaluating a growth stock qualitatively — checking a company against Philip Fisher's specific fifteen points covering sales growth potential, R&D commitment, profit margins, and management integrity, rather than relying on quantitative screens alone.

Use when sizing any individual trading or investment position — capping the maximum loss any single position can inflict to a small, fixed percentage of total capital, regardless of how strong the conviction behind that specific position is, so no single mistake can inflict catastrophic account damage.

Use when evaluating a specific company as a potential short candidate — conducting detailed forensic analysis of financial statements for signs of aggressive accounting, revenue recognition manipulation, or outright fraud, rather than shorting based on valuation or sentiment alone.

Use when a single domestic market appears broadly overvalued or offers limited opportunity — searching across all countries and markets for the most undervalued opportunities globally, and buying specifically at the point of maximum pessimism in a given market.