Agent skill

Ma Playbook

by borghei in borghei/Claude-Skills

M&A strategy for acquiring companies or being acquired. An agent skill from borghei/Claude-Skills.

MITAuto-check passedBusiness, Finance & HR

Install Ma Playbook

skills CLI
$ npx skills add borghei/Claude-Skills --skill ma-playbook -a claude-code

Project install by default; add -g for ~/.claude/skills/.

GitHub CLI
$ gh skill install borghei/Claude-Skills ma-playbook --agent claude-code

Project scope by default; add --scope user for a personal install. Needs GitHub CLI 2.90.0 or later (public preview).

Manual copy
$ git clone --depth 1 https://github.com/borghei/Claude-Skills.git skills-src && mkdir -p .claude/skills && cp -r skills-src/c-level-advisor/ma-playbook .claude/skills/ma-playbook && rm -rf skills-src

Use ~/.claude/skills/ instead of .claude/skills for a personal install. The folder must contain SKILL.md.

Claude Code skills documentation · loads skills from .claude/skills/

Facts

Skill name
ma-playbook
GitHub stars
886
Token cost
~5.2k tokens
SKILL.md length
2,200 words
Files
4 (incl. scripts)
Skills in repo
354
Repo updated
First seen
Licence
MIT

At a glance

M&A strategy for acquiring companies or being acquired. An agent skill from borghei/Claude-Skills.

  • Evaluating acquisitions
  • SKILL.md covers Keywords, Clarify First, Acquiring: Decision Framework and Due Diligence Framework, plus 6 more sections
  • Runs Python scripts from its folder; calls python
  • Preparing to be acquired

What it does

Ma Playbook is an agent skill from borghei/Claude-Skills. M&A strategy for acquiring companies or being acquired. Use when evaluating acquisitions, preparing to be acquired, conducting due diligence, planning integration, or negotiating deal terms (valuation, LOI, earnout, deal structure).

Its SKILL.md is about 5.2k tokens, which your agent loads only when the skill is triggered. The skill folder holds 4 other files, including scripts (for example `scripts/due_diligence_tracker.py`, `scripts/integration_planner.py` and `scripts/synergy_calculator.py`).

It sits in Business, Finance & HR, covering Fundraising and pitch decks. The repository describes itself as: 385 AI skills, 77 expert agents, and 900 stdlib Python tools for every team: engineering, PM, marketing, C-level, compliance, business ops, research, and a LinkedIn toolkit… The licence is MIT.

When your agent uses it

  • Evaluating acquisitions
  • Preparing to be acquired
  • Conducting due diligence
  • Planning integration

Example prompts

  • “/ma-playbook”

Requirements

  • Python 3

What it can do on your machine

Read from SKILL.md and the folder at commit 4a698e8. It shows what the files ask for, not the result of running them.

  • Tool permissions

    Pre-approves nothing: there is no allowed-tools line, so your agent's usual permission prompts apply.

    From allowed-tools in the SKILL.md frontmatter.

  • Runs code

    Ships 3 files in scripts/ (Python), which the agent can run.

    Shell commands in SKILL.md call:

    • python

    From the folder's file list and the shell code blocks in SKILL.md.

  • Network

    No URLs in SKILL.md.

    From URLs in SKILL.md, links to its own repository left out.

  • Credentials

    Names no API keys, tokens, secrets or passwords.

    From names ending in _API_KEY, _TOKEN, _SECRET, _KEY or _PASSWORD in SKILL.md.

Context cost

Ma Playbook loads about 5.2k tokens when it runs. Until then it costs about 61 tokens; SKILL.md has 2,200 words of instructions outside code blocks.

Always · name and description, kept in context so the agent knows when to use it
~61
When it runs · the whole SKILL.md, loaded when a task matches
~5.2k

Estimates: characters ÷ 4, the usual rule of thumb; real counts depend on the model's tokenizer. Scripts and assets cost tokens only if the agent reads them.

Safety

Auto-check passed

The automated check found no risky patterns in SKILL.md.

Automated static check — not a guarantee. Review scripts before installing. It scans the text of SKILL.md for risky patterns (piping downloads into a shell, reading credential files, hidden Unicode, destructive commands); the scripts in this folder are not scanned.

SKILL.md

The full file from borghei/Claude-Skills at commit 4a698e8, republished under its MIT licence (© borghei). 2,200 words, ~5,212 tokens.

Download SKILL.mdSave it as .claude/skills/ma-playbook/SKILL.md (or your agent's skills folder). This skill also uses 3 other files; get the full folder from GitHub.
name
ma-playbook
description
M&A strategy for acquiring companies or being acquired. Use when evaluating acquisitions, preparing to be acquired, conducting due diligence, planning integration, or negotiating deal terms (valuation, LOI, earnout, deal structure).
license
MIT + Commons Clause
metadata.version
2.0.0
metadata.author
borghei
metadata.category
c-level
metadata.domain
ma-strategy
metadata.updated
2026-03-09
metadata.frameworks
acquisition-playbook, due-diligence-framework, valuation-methods, integration-100-day, being-acquired-playbook, deal-structure
metadata.triggers
M&A, merger, acquisition, acquire, acqui-hire, due diligence, valuation, LOI, letter of intent, term sheet, earnout, integration, deal structure, buy a…

M&A Playbook

Frameworks for both sides of M&A: acquiring companies and being acquired. Every M&A decision starts with strategic rationale -- without it, you are buying problems.

Keywords

M&A, mergers and acquisitions, due diligence, acquisition, acqui-hire, integration, deal structure, valuation, LOI, term sheet, earnout, data room, strategic rationale, post-merger integration, buyer, seller, exit


Clarify First

Before generating, confirm these inputs. If any is unknown or vague, ASK — do not assume:

  • Which side of the deal (acquiring vs. being acquired) — the entire playbook, checklists, and red flags differ by side
  • Which deliverable is needed (strategic rationale, due diligence, valuation, deal structure, 100-day integration, or sell-side prep) — each has its own framework
  • What you are really buying or selling (talent, technology, customers, or market access) — drives the rationale test, the buy-vs-build call, and where DD focuses
  • The target's core financials (ARR, growth rate, NRR, customer concentration) — valuation multiples and adjustment factors are keyed to these

Stop rule: ask only the 2-3 that most change the output. If the user says "just draft it," proceed and list your assumptions at the top of the artifact.


Acquiring: Decision Framework

Strategic Rationale Decision Tree
START: Acquisition opportunity identified
  |
  v
[What are you really buying?]
  |
  +-- TALENT (acqui-hire)
  |     Cost: $1-3M per key engineer
  |     Timeline: 1-3 months
  |     Risk: Key people leave after lockup
  |
  +-- TECHNOLOGY (product/IP)
  |     Cost: Revenue multiple or technology valuation
  |     Timeline: 3-6 months
  |     Risk: Technology doesn't integrate, team leaves
  |
  +-- CUSTOMERS (market share)
  |     Cost: Revenue multiple (higher for sticky customers)
  |     Timeline: 3-6 months
  |     Risk: Customers churn during transition
  |
  +-- MARKET ACCESS (geographic or vertical)
        Cost: Strategic premium
        Timeline: 6-12 months
        Risk: Market assumptions wrong, cultural clash

For ALL types, ask:
  "Can we build this faster and cheaper?" If YES --> Don't acquire.
  "Is integration complexity worth the shortcut?" If NO --> Don't acquire.
Buy vs. Build Analysis
FactorBuyBuild
Time to marketFast (months)Slow (years)
CostHigher upfront, uncertain totalLower upfront, predictable
RiskIntegration risk, culture clash, key person departureExecution risk, market timing
ControlLower (inheriting systems and culture)Higher (building from scratch)
TeamGet experienced team immediatelyBuild team to your culture

Decision rule: Buy when time-to-market matters more than cost. Build when control and culture matter more than speed.


Due Diligence Framework

Due Diligence by Domain
DomainKey QuestionsRed FlagsOwner
FinancialRevenue quality? Customer concentration? Burn rate? Deferred revenue?> 30% from 1 customer; declining margins; hidden liabilitiesCFO
TechnicalCode quality? Tech debt? Architecture fit? Security posture?Monolith with no tests; no CI/CD; critical security gapsCTO
LegalIP ownership? Pending litigation? Contract assignability?Key IP owned by individuals; active lawsuits; non-assignable contractsLegal counsel
PeopleKey person risk? Culture fit? Retention likelihood?Founders with no lockup; team wants to leave; culture mismatchCHRO
MarketMarket position? Competitive threats? Customer satisfaction?Declining market share; commoditizing market; low NPSCEO/CPO
CustomersChurn rate? NPS? Contract terms? Expansion potential?High churn; short contracts; declining usageCRO/CPO
ProductPMF evidence? Roadmap alignment? Technical overlap?No retention data; divergent roadmap; redundant technologyCPO
SecurityCompliance status? Incident history? Data practices?No SOC 2; history of breaches; poor data handlingCISO
Due Diligence Priority Matrix
PriorityItemsTimeline
1 (Deal-breaker)Financial accuracy, IP ownership, litigation, key person riskWeek 1-2
2 (Valuation impact)Revenue quality, churn, tech debt, customer concentrationWeek 2-4
3 (Integration planning)Culture assessment, technical architecture, process overlapWeek 3-6
4 (Post-close optimization)Operational efficiency, vendor contracts, tool consolidationWeek 4-8
Financial Due Diligence Deep Dive
MetricWhat to VerifyRed Flag
Revenue recognitionIs revenue recognized properly? Deferred revenue accurate?Aggressive recognition inflating ARR
Customer qualityWeighted average contract length and renewal rateShort contracts, declining renewals
Cohort retentionDo older cohorts retain better or worse?Worsening retention in newer cohorts
Burn rateAll-in cost including one-time itemsHidden costs, one-time items excluded
Cash positionVerified bank statementsDiscrepancy between reported and actual
Liability inventoryAll known and contingent liabilitiesUndisclosed or underestimated liabilities

Valuation Methods

Method Selection
MethodWhen to UseProsCons
Revenue multipleSaaS with growthSimple, comparableIgnores profitability
ARR multipleSubscription businessesRecurring revenue focusVaries by growth rate
DCFProfitable businessesTheoretically soundHighly sensitive to assumptions
Comparable transactionsActive M&A marketMarket-validatedFinding true comparables is hard
Acqui-hireTalent acquisitionSimple calculationIgnores IP and customer value
Replacement costTechnology acquisitionPractical baselineIgnores market position
SaaS Revenue Multiple Ranges
Growth RateNRR > 110%NRR 100-110%NRR < 100%
> 100% YoY15-25x ARR10-18x ARR8-12x ARR
50-100% YoY8-15x ARR6-10x ARR4-7x ARR
25-50% YoY5-10x ARR4-7x ARR3-5x ARR
< 25% YoY3-6x ARR2-4x ARR1-3x ARR

Note: Multiples vary significantly by market, vertical, and broader market conditions. These are indicative ranges.

Valuation Adjustment Factors
FactorPremium (+)Discount (-)
Strategic fit+ 10-30% for high synergy- 10-20% for low synergy
Competitive process+ 10-20% for multiple biddersBaseline for single bidder
Key person dependency--- 15-25% if founders critical and reluctant
Technical debt--- 10-30% based on remediation cost
Customer concentration--- 10-20% if > 25% from one customer
IP strength+ 10-20% for strong patents/moat--

Deal Structure

Key Terms to Negotiate
TermBuyer WantsSeller WantsTypical Compromise
Purchase priceLower, more earnoutHigher, more cash60-80% cash, 20-40% earnout
EarnoutLong period, hard targetsShort period, easy targets12-24 months, achievable with effort
Lockup periodLong (24-36 months)Short (6-12 months)18-24 months with milestones
Escrow/holdbackLarge (15-20%)Small (5-10%)10-15% for 12-18 months
RepresentationsBroad, long survivalNarrow, short survival12-18 month survival, materiality thresholds
Non-competeLong (3-5 years), broadShort (1-2 years), narrow2-3 years, reasonable scope
Employee treatmentDiscretion on offersGuarantees for teamOffers for key people, best efforts for team
Earnout Design Principles
PrincipleWhy
Metrics must be measurable and auditableDisputes destroy the relationship
Seller must have meaningful controlUnachievable earnouts are disguised price cuts
Milestones should be achievable with effortToo easy = buyer overpaid. Too hard = seller disengages.
Payment schedule aligned with milestonesQuarterly or semi-annual, not all at end
Dispute resolution mechanism defined upfrontHow disagreements are resolved must be in the agreement

Integration: 100-Day Plan

Integration Decision: Absorb, Preserve, or Hybrid
ModeDescriptionWhenRisk
AbsorbFully integrate into acquirerProduct overlap, same ICPLoss of acquired team culture
PreserveOperate independentlyDifferent market/product, brand valueMissed synergies
HybridShared backend, independent frontendComplementary productsComplexity in execution
100-Day Integration Timeline
PhaseDaysFocusKey Activities
1: Stabilize0-30Retain people, retain customersWelcome communications, 1:1 with key people, customer outreach
2: Integrate30-60Systems and process alignmentIT integration, tool consolidation, process mapping
3: Optimize60-90Synergy realizationCross-sell, combined roadmap, team optimization
4: Accelerate90-100Scale combined capabilitiesJoint GTM, combined product features, growth investment
Day 1 Checklist (Non-Negotiable)
ItemOwnerPurpose
CEO welcome communication to acquired teamCEOSet tone, reduce anxiety
Customer communication (if public)CMO + CRORetain customer confidence
Key person 1:1 meetings scheduledCHRO + CEORetention of critical talent
Systems access grantedCTOOperational continuity
Reporting structure clarifiedCOORemove ambiguity immediately
Compensation/benefits confirmedCHROAddress primary employee concern
Integration Anti-Patterns
Anti-PatternWhy It FailsFix
"We'll figure out integration later"Creates chaos and attritionPlan integration before close
Imposing acquirer culture immediatelyAlienates acquired teamGradual cultural integration
Ignoring acquired team's inputBest people leave feeling unvaluedInclude them in integration decisions
Rushing product integrationQuality drops, customers impactedPhase integration with clear milestones
No integration ownerNobody accountable = nothing happensNamed integration lead from day 1

Being Acquired: Preparation

Readiness Assessment
SignalReadiness Level
Inbound interest from strategic buyersHigh -- leverage the interest
Market consolidation happeningMedium -- prepare while you have options
Fundraising harder than operatingMedium -- acquisition may be better path
Founder ready for transitionPersonal -- ensure this is genuine
Growth stalling despite effortConsider -- but don't sell from weakness
Preparation Timeline (6-12 Months Before)
MonthActivityOwner
1-2Clean financials, resolve outstanding legal issuesCFO + Legal
2-3Document all IP, ensure ownership is cleanCTO + Legal
3-4Reduce customer concentration below 20%CRO
4-5Retention agreements for key employeesCHRO
5-6Build data room with all required documentsCFO
6-8Engage M&A advisor, begin outreachCEO
8-12Process management, negotiate, closeCEO + Advisor
Data Room Contents
CategoryRequired Documents
CorporateCertificate of incorporation, bylaws, cap table, board minutes
Financial3 years of financials, tax returns, projections, bank statements
RevenueCustomer list, contracts, MRR/ARR breakdown, cohort data
LegalAll contracts, IP assignments, employee agreements, litigation
PeopleOrg chart, comp data, key person profiles, benefits summary
ProductArchitecture overview, tech stack, roadmap, key metrics
IPPatents, trademarks, proprietary technology documentation
ComplianceCertifications, audit reports, data handling documentation

Show full SKILL.md (880 more words)Show less

Red Flags (Both Sides)

Acquiring Red Flags
  • No clear strategic rationale beyond "it's a good deal"
  • Due diligence reveals culture mismatch and it is dismissed
  • Key people not committed before close
  • Integration plan does not exist or is "we'll figure it out"
  • Valuation based on projections, not actuals
  • Revenue concentration > 30% in one customer
  • Founder has no lockup or earnout incentive
Being Acquired Red Flags
  • Only one buyer interested (no competitive dynamic)
  • Earnout targets seem unreachable after integration
  • Buyer has history of post-acquisition layoffs
  • No written commitment for team retention
  • Valuation feels low but "speed" is used as pressure
  • Buyer rushing timeline without clear reason

Integration with C-Suite

RoleContribution to M&A
CEO (ceo-advisor)Strategic rationale, negotiation lead, integration vision
CFO (cfo-advisor)Valuation, deal structure, financing, financial DD
CTO (cto-advisor)Technical due diligence, architecture assessment, integration plan
CHRO (chro-advisor)People DD, retention planning, culture assessment
COO (coo-advisor)Integration execution, process merge, operational DD
CPO (cpo-advisor)Product roadmap impact, customer overlap analysis
CISO (ciso-advisor)Security posture assessment, compliance DD
Culture Architect (culture-architect)Culture clash detection, integration culture plan

Output Artifacts

RequestDeliverable
"Should we acquire [company]?"Strategic rationale assessment with buy vs. build analysis
"Run due diligence on [target]"Due diligence checklist by domain with priority matrix
"Value this acquisition"Valuation analysis using multiple methods
"Structure this deal"Deal term recommendations with negotiation strategy
"Plan the integration"100-day integration plan with owners and milestones
"Prepare to be acquired"Readiness assessment + 6-month preparation plan
"Build the data room"Complete data room checklist with document list

Troubleshooting

ProblemLikely CauseResolution
Due diligence keeps surfacing new issues after expected completionDD scope not defined upfront; no priority matrix followedUse the Priority Matrix strictly: deal-breakers in Week 1-2, valuation impact in Week 2-4; new findings after Week 4 go to post-close optimization
Key employees leaving within 6 months of acquisitionRetention agreements insufficient or culture integration failedStructure retention bonuses with 24-month cliff; conduct Day 1 welcome meetings; include acquired team in integration decisions
Synergy targets missed at 100-day markSynergies were aspirational projections, not auditable targetsRequire each synergy to have a specific metric, owner, and measurement method before deal close; track quarterly
Integration stalls with no clear ownershipNo Integration Management Office (IMO) or named integration leadAppoint dedicated integration lead from Day 0; establish IMO with cross-functional representatives and weekly cadence
Earnout disputes destroying the relationshipMetrics not clearly defined or seller lacks control over outcomesDefine earnout metrics that are measurable, auditable, and within seller's meaningful control; include dispute resolution mechanism
Valuation gap between buyer and seller too large to bridgeDifferent methodologies or growth assumptionsUse multiple valuation methods and present range; bridge with earnout structure tied to the gap assumptions
Post-acquisition customer churn spikeCustomer communication delayed or inadequate; service disruption during integrationExecute customer communication on Day 1; maintain service continuity as Phase 1 priority; assign dedicated CS contact

Success Criteria

  • Strategic rationale articulated in one paragraph before any DD begins; "buy vs. build" analysis completed with clear justification
  • Due diligence completed within 8-week timeline with all Priority 1 items cleared by Week 2
  • Integration plan documented before deal close, not after, with named owners for every workstream
  • Day 1 checklist 100% executed: CEO welcome, customer communication, key person meetings, systems access, reporting structure
  • 100-day integration milestones met: 90%+ key person retention, zero customer churn attributable to integration, systems integrated per plan
  • Synergy targets tracked quarterly with variance < 15% from projections
  • Data room (if selling) complete and organized 30 days before process begins

Scope & Limitations

  • In scope: Strategic rationale assessment, buy vs. build analysis, due diligence frameworks (financial, technical, legal, people, market, product, security), valuation methodologies, deal structure negotiation, integration planning and execution, preparation for being acquired, data room construction
  • Out of scope: Legal document drafting (use M&A legal counsel); tax structure optimization (use tax advisors); regulatory antitrust filings (use specialized counsel); investment banking services (engage M&A advisor for process management)
  • Limitation: Valuation multiples are market-dependent and change with conditions; ranges provided are indicative benchmarks, not appraisals
  • Limitation: Framework optimized for technology company M&A (SaaS, software); manufacturing, retail, and regulated industry M&A have additional complexities
  • Limitation: Integration success depends heavily on cultural compatibility, which is difficult to assess fully during DD

Integration Points

SkillIntegrationData Flow
ceo-advisorM&A is a CEO strategic decision requiring board alignmentCEO strategy → M&A strategic rationale
cfo-advisorValuation, deal structure, financial DD, and financingM&A financials → CFO valuation model
cto-advisorTechnical DD, architecture assessment, integration planM&A tech assessment → CTO integration roadmap
chro-advisorPeople DD, retention planning, culture assessmentM&A people risks → CHRO retention strategy
coo-advisorIntegration execution, process merge, operational DDM&A integration plan → COO execution
culture-architectCulture clash detection and integration culture planM&A culture assessment → Culture integration strategy
ciso-advisorSecurity posture assessment and compliance DDM&A security audit → CISO remediation plan

Python Tools

ToolPurposeUsage
scripts/due_diligence_tracker.pyTrack due diligence items across 8 domains with priority, status, and red flag detectionpython scripts/due_diligence_tracker.py add --domain financial --item "Revenue recognition audit" --priority 1 --json
scripts/synergy_calculator.pyCalculate and track revenue and cost synergies with confidence-weighted projectionspython scripts/synergy_calculator.py --revenue-synergies 500000 --cost-synergies 200000 --confidence 0.7 --timeline-months 24 --json
scripts/integration_planner.pyGenerate a 100-day integration plan with phases, milestones, owners, and status trackingpython scripts/integration_planner.py --mode absorb --target-name "AcquiredCo" --headcount 25 --json

© borghei, MIT. Rendered from Markdown: HTML in the file is shown as text, images as links, and headings moved down two levels. Raw file

Files

SKILL.md and 3 other files (scripts) in c-level-advisor/ma-playbook of borghei/Claude-Skills.

  • SKILL.md
  • scripts/due_diligence_tracker.py
  • scripts/integration_planner.py
  • scripts/synergy_calculator.py

Open the folder on GitHubat commit 4a698e8

Compare with similar skills

Ma Playbook next to the 5 skills that share the most tags, products or categories with it. Stars are the repository's; “used in” counts other GitHub owners with a copy.

Ma Playbook compared with similar skills
SkillStarsUsed inTokensAuto-checkLicenceRepo updated
Ma Playbook this skillborghei/Claude-Skills886—~5.2kAutomated safety check: PassMIT
Virtuals Protocol AcpVirtual-Protocol/openclaw-acp1681 repos~6.4kAutomated safety check: PassNone
Yc Applypedronauck/skills634—~1.3kAutomated safety check: PassNone
Storyline Buildersruthir28/enterprise-ai-skills1481 repos~1.9kAutomated safety check: PassMIT
Startup Pitchferdinandobons/startup-skill1.2k—~6.4kAutomated safety check: PassMIT
Dd SourcingAbilityai/trinity634—~664Automated safety check: PassApache-2.0

Similar skills

  • Virtuals Protocol Acp

    Virtual-Protocol/openclaw-acp

    Hire specialised agents to handle any task — data analysis, trading, content generation, research, on-chain operations, 3D printing, physical goods, gift delivery, and more.

    168 GitHub starsUsed in 1 repo~6.4k tokens
    Business, Finance & HRAuto-check passed
  • Yc Apply

    pedronauck/skills

    Prepare, review, and package Y Combinator application answers and founder-video notes using the live form and verified founder facts.

    634 GitHub stars~1.3k tokensUpdated 25 days ago
    Business, Finance & HRAuto-check passed
  • Storyline Builder

    sruthir28/enterprise-ai-skills

    McKinsey-style storyline framework for building presentation decks.

    148 GitHub starsUsed in 1 repo~1.9k tokens
    Business, Finance & HRAuto-check passed
  • Startup Pitch

    ferdinandobons/startup-skill

    Build investor-ready pitch scripts in multiple formats (10-min, 5-min, 2-min, 1-min elevator, investor email).

    1.2k GitHub stars~6.4k tokensUpdated 3 mo ago
    Business, Finance & HRAuto-check passed
  • Dd Sourcing

    Abilityai/trinity

    Document sources properly for due diligence reports. An agent skill from Abilityai/trinity.

    634 GitHub stars~664 tokensUpdated yesterday
    Business, Finance & HRAuto-check passed
  • Replit Deck

    sanqiufong/slides-from-anything

    Single-file horizontal-swipe HTML deck in the style of Replit Slides's landing-page template gallery.

    132 GitHub starsUsed in 1 repo~2.9k tokens
    Business, Finance & HRAuto-check passed

More from borghei/Claude-Skills

All 354 skills in this repo
  • Agent Harness

    borghei/Claude-Skills

    Test and evaluation harness for AI agents — scenario suites, deterministic replay, regression diffing, cost and latency budgets.

    886 GitHub stars~3.1k tokensUpdated 2 days ago
    Auto-check passed
  • Agents In The Team

    borghei/Claude-Skills

    Run delivery when AI coding and ops agents take tickets. An agent skill from borghei/Claude-Skills.

    886 GitHub stars~4.2k tokensUpdated 2 days ago
    Auto-check passed
  • AI Content Disclosure

    borghei/Claude-Skills

    Check AI-generated marketing content and reviews for required disclosures under the EU AI Act, FTC rules and platform AI-label policies.

    886 GitHub stars~3.4k tokensUpdated 2 days ago
    Auto-check passed
  • AI Prototyping

    borghei/Claude-Skills

    Idea to AI-generated prototype to customer validation to engineering handoff.

    886 GitHub stars~3.6k tokensUpdated 2 days ago
    Auto-check passed
  • Analytics Engineer

    borghei/Claude-Skills

    Analytics engineering across data modeling, dbt, transformation, and semantic layers.

    886 GitHub stars~3.4k tokensUpdated 2 days ago
    Auto-check passed
  • Ansoff Matrix

    borghei/Claude-Skills

    Ansoff Matrix — 4-quadrant framework for growth options: market penetration, market/product development, and diversification.

    886 GitHub stars~2.2k tokensUpdated 2 days ago
    Auto-check passed

Questions about Ma Playbook

What does Ma Playbook do?

M&A strategy for acquiring companies or being acquired. An agent skill from borghei/Claude-Skills. Ma Playbook is an agent skill from borghei/Claude-Skills. M&A strategy for acquiring companies or being acquired.

When should I use Ma Playbook?

Ma Playbook fits situations like: evaluating acquisitions; preparing to be acquired; conducting due diligence; planning integration.

How do I install Ma Playbook in Claude Code?

Run `npx skills add borghei/Claude-Skills --skill ma-playbook -a claude-code`. Or copy the skill folder (c-level-advisor/ma-playbook in borghei/Claude-Skills) into .claude/skills/ma-playbook in your project. Claude Code loads it when a task matches its description.

How do I install Ma Playbook in Codex?

Run `npx skills add borghei/Claude-Skills --skill ma-playbook -a codex`. Or copy the skill folder (c-level-advisor/ma-playbook in borghei/Claude-Skills) into .agents/skills/ma-playbook in your project. Codex loads it when a task matches its description.

Can I use Ma Playbook in Cursor, Gemini CLI or GitHub Copilot?

Cursor, Gemini CLI, GitHub Copilot and OpenCode also load SKILL.md folders. With the skills CLI, run `npx skills add borghei/Claude-Skills --skill ma-playbook -a cursor` (or -a gemini-cli, github-copilot or opencode for the others). To copy it by hand, put the folder in .cursor/skills/ma-playbook, .gemini/skills/ma-playbook, .github/skills/ma-playbook and .opencode/skills/ma-playbook in your project.

What does Ma Playbook need to run?

Going by SKILL.md and its folder, Ma Playbook needs Python for the scripts in its folder and the command-line tools its instructions call (python). Our summary lists: Python 3.

Does Ma Playbook access the network?

SKILL.md contains no URLs. Any network use would come from the scripts or tools the agent runs. This is read from the text; nothing was executed.

Is Ma Playbook safe to install?

Our automated static check of SKILL.md found no risky patterns, such as piping downloads into a shell, reading credential files or hidden Unicode. It is not a guarantee. The check reads SKILL.md only: the scripts in the folder are not scanned, so read them before running anything.

What licence does Ma Playbook use?

Ma Playbook is published under the MIT licence (declared in SKILL.md). It allows redistribution, so the full SKILL.md is shown on this page.

How many tokens does Ma Playbook use?

About 5.2k tokens (SKILL.md is roughly 21k characters). Agents keep only the skill's name and description in context until a task matches; then they load SKILL.md in full.

What are the alternatives to Ma Playbook?

Skills that share tags, products or a category with Ma Playbook: Virtuals Protocol Acp (Virtual-Protocol/openclaw-acp, 168 stars), Yc Apply (pedronauck/skills, 634 stars), Storyline Builder (sruthir28/enterprise-ai-skills, 148 stars) and Startup Pitch (ferdinandobons/startup-skill, 1.2k stars). The comparison table on this page puts their stars, adoption, token cost, safety result and licence side by side.

Who maintains Ma Playbook?

borghei (a GitHub user) maintains it in borghei/Claude-Skills, which has 886 GitHub stars. The repository holds 354 skills in this directory. The repository was last updated on October 7, 2026.

Source: borghei/Claude-Skills on GitHub. Facts on this page come from the repository at the commit we read; the author's words are quoted as theirs.