Claude Skills by jeffreytse

Use when a learner wants to accelerate acquisition through structured exposure to target-language content just above their current level

Use when a learner wants to accelerate acquisition by maximizing exposure to authentic target-language input across daily contexts

Use when a learner needs to improve pronunciation, prosody, and speaking fluency by mimicking native speech in real time

Use when a learner needs an objective assessment of their current proficiency level across all four skills to inform planning or certification decisions

Use when a learner needs a structured, goal-oriented roadmap to reach a defined proficiency level in a target language

Use when a learner needs to build an optimized flashcard deck for long-term retention of vocabulary, grammar patterns, or phrases

Use when a learner needs a systematic, research-backed method to build and retain a large working vocabulary in a target language

Use when a learner needs a structured system to develop written accuracy, fluency, and register control in a target language

Use when a learner needs structured speaking practice to develop fluency, accuracy, and pragmatic competence through guided interaction

Use when learning vocabulary in a new language or building vocabulary-teaching exercises — applying morpheme analysis to decompose words into roots, prefixes, and suffixes to accelerate vocabulary acquisition and improve word retention beyond rote memorization.

Use when a learner needs to develop accurate pronunciation and phonological discrimination in a target language using IPA-grounded techniques

Use when assessing your own or a learner's proficiency in a language — designing a diagnostic test covering the four skills (reading, listening, writing, speaking) aligned to CEFR levels to identify current proficiency and specific weakness areas to guide study planning.

Use when adapting content, software, or products for a new cultural and linguistic market — applying localization principles beyond translation to address cultural references, units, formats, tone, legal requirements, and UX patterns appropriate for the target locale.

Use when establishing a quality review process for translated content to ensure accuracy, fluency, and cultural appropriateness before publication.

Use when planning or executing a contract negotiation for commercial agreements, partnerships, or high-stakes deals

Use when two parties have an unresolved dispute over an underlying claim, ownership, or title question — a disputed boundary, overlapping mineral rights, contested IP ownership — that is blocking cooperation, and resolving that claim in the near term is impractical; structure an agreement that explicitly shelves the disputed claim and jointly develops and shares the economic value at stake now, deferring resolution of the underlying dispute to later or separate proceedings.

Use when two or more companies are forming a joint venture and need to structure its governance in the JV agreement — defining board or management committee composition, veto rights over major decisions, and a specific deadlock-resolution mechanism, rather than assuming ordinary majority-rule governance will function adequately for a structure with only a small number of equally-invested partners.

Use when creating a reusable vendor agreement template that covers SLAs, liability, data handling, termination, and exit provisions for recurring supplier or service provider relationships

Use when reviewing or negotiating a residential or commercial lease before signing — identifying risky clauses, requesting amendments, and reaching a written agreement that protects your interests

Use when reviewing, drafting, or negotiating a non-disclosure agreement

Use when reviewing an employment agreement, offer letter, or independent contractor agreement before signing

Use when reviewing a SaaS vendor or customer contract for legal and commercial risk

Use when reviewing contracts systematically for M&A transactions, investment rounds, vendor onboarding, or any situation requiring comprehensive risk identification across a contract portfolio

Use when asserting a legal claim — unpaid invoices, breach of contract, property damage, or security deposit disputes — and needing a formal written notice that states the claim clearly, sets a deadline, and establishes a paper trail before litigation

Use when drafting or reviewing a software license agreement, EULA, or open-source license for software products

Use when a public company is designing executive compensation and preparing for the required periodic shareholder advisory vote on that compensation — structuring pay to demonstrate a genuine link between compensation and company performance, and responding substantively if the advisory vote result is weak, rather than treating the vote as a formality unconnected to actual pay decisions.

Use when a company's board wants to systematically evaluate its own performance — running a structured self-assessment of the full board, individual directors, and committees on a regular cycle, rather than relying on informal impressions of how well the board is functioning.

Use when a company is entering, or reviewing whether it has properly reviewed, a transaction involving a director, officer, significant shareholder, or their close associates — requiring independent-committee review and approval before the transaction proceeds, rather than allowing an interested party to approve or influence approval of a transaction that benefits them.

Use when a company operating internationally needs a compliance program addressing bribery and corruption risk under the FCPA, UK Bribery Act, or similar anti-corruption laws — implementing risk-based third-party due diligence, defined approval thresholds for gifts and hospitality, and a documented program structure prosecutors will actually credit, rather than a generic ethics policy with no anti-corruption-specific rigor.

Use when a company competing in a concentrated market needs a compliance program preventing antitrust and competition law violations — training employees on specific prohibited conduct (price-fixing agreements, market allocation, bid-rigging), restricting improper information exchange with competitors, and documenting the program's operation, rather than a generic ethics statement with no antitrust-specific content.

Use when establishing or reviewing a public company's audit committee — setting the committee's composition requirements (full independence, at least one financial expert), its specific oversight responsibilities over financial reporting and the external auditor, and documenting these in a formal charter, rather than treating audit oversight as an informal extension of general board duties.

Use when a company is setting board composition objectives or preparing required board diversity disclosures — establishing a genuine process for broadening the director candidate pool beyond incumbent networks and disclosing board diversity statistics per applicable exchange requirements, rather than treating diversity as an unstructured aspiration with no defined process behind it.

Use when composing or evaluating a public or pre-IPO company's board of directors — determining what fraction of the board must be independent directors, applying the specific criteria that disqualify a director from independent status, and structuring the independence-review process, rather than treating board composition as a purely informal or founder-controlled decision.

Use when designing or improving the process for preparing, conducting, and following up on board of directors meetings

Use when a board wants to establish or evaluate its CEO succession planning process — maintaining both an emergency (sudden departure) succession plan and a longer-term planned-transition process, as a standing board fiduciary responsibility, rather than treating succession as something to address only once a CEO departure is imminent or has already occurred.

Use when a public company is establishing the mandatory policy for recovering erroneously awarded incentive-based executive compensation following an accounting restatement — applying the recovery requirement without regard to individual executive fault, and disclosing the policy and any recovery actions per SEC and exchange listing requirements, rather than treating clawback as a discretionary or fault-based decision.

Use when designing or evaluating a corporate governance framework for a company, including board structure, oversight mechanisms, and accountability systems

Use when a company with a dual-class share structure (unequal voting rights between share classes, commonly used to let founders retain control after an IPO) is designing the structure's governance safeguards — including a time- or event-based sunset provision converting to a single class — rather than adopting a perpetual dual-class structure with no mechanism for eventual alignment between voting control and economic ownership.

Use when a board wants to establish a dedicated board-level committee (or full-board process) for overseeing the company's enterprise-wide risk profile — distinct from the audit committee's financial-reporting-specific mandate — integrating risk appetite, major risk categories, and management's risk response into a single board-level oversight function, rather than leaving enterprise risk oversight scattered across committees with no unifying view.

Use when a founder, freelancer, or small business owner needs to choose and set up the right legal entity — deciding between sole proprietorship, LLC, S-corp, or C-corp based on liability, tax treatment, and funding plans

Use when designing or auditing an equity compensation plan covering stock options, RSUs, or other equity awards for startups or growth-stage companies

Use when a board is establishing formal board-level oversight of environmental, social, and governance risk and strategy — assigning clear committee ownership (a dedicated ESG/sustainability committee, or explicit allocation across existing committees) rather than leaving ESG oversight as an undefined, informally-shared responsibility with no single accountable body.

Use when a company exports goods, software, or technology internationally and needs a compliance program addressing export control classification, restricted-party screening, and licensing requirements under the EAR or ITAR — building automated screening into transaction workflows rather than relying on manual, case-by-case review that can't scale with transaction volume.

Use when a public company is establishing or reviewing its insider trading compliance policy — defining blackout periods around material non-public information, requiring pre-cleared Rule 10b5-1 trading plans for executives who want to trade on a schedule, and applying restrictions company-wide rather than relying on individual employees' personal judgment about what counts as material information.

Use when a public company is establishing or reviewing its nominating and corporate governance committee — the body responsible for board candidate identification, board composition planning, and oversight of the company's overall governance practices — writing a formal charter that separates this function from the audit and compensation committees rather than leaving governance oversight informally absorbed into another committee's mandate.

Use when establishing or evaluating a nonprofit organization's board governance — applying the specific fiduciary duties (care, loyalty, obedience to mission) and structural practices distinct from for-profit corporate governance, since a nonprofit board answers to its mission and the public interest rather than to shareholders, rather than applying a for-profit governance template unchanged.

Use when a board is considering adopting a shareholder rights plan (poison pill) to defend against an unsolicited takeover attempt or rapid stock accumulation — setting a defensible triggering threshold, a limited duration with a defined expiration, and a genuine, disclosed strategic rationale, rather than adopting an indefinite, low-threshold pill purely to entrench current management against any future challenge.

Use when a company is adopting or amending a proxy access bylaw — the provision allowing qualifying shareholders to nominate director candidates directly on the company's own proxy statement — setting ownership and holding-period thresholds consistent with market-standard private-ordering practice, rather than setting thresholds so restrictive that the provision offers no genuine access in practice.

Use when a company doing business internationally needs a sanctions compliance program addressing OFAC and equivalent restrictions — building the program around the five components OFAC has explicitly defined as essential, including automated screening and periodic testing, rather than an ad hoc process without OFAC's specific structural expectations built in.

Use when a board faces a transaction where a controlling shareholder, director, or officer has a conflicting personal interest — a going-private buyout, a related-party acquisition, a squeeze-out merger — forming an independent special committee with its own advisors and genuine negotiating authority to satisfy the heightened judicial scrutiny these transactions receive, rather than having the full board (including the conflicted party) approve the deal directly.