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Ma Playbook

  • 174 installs
  • 451 repo stars
  • Updated July 21, 2026
  • borghei/claude-skills

Execute repeatable marketing automation playbooks, nurture sequences, and multi-channel campaign templates when scaling demand beyond ad-hoc tactics for SaaS or ecommerce brands.

About

ma-playbook from borghei/claude-skills provides a structured marketing automation playbook for designing repeatable demand-gen workflows, nurture sequences, and lifecycle campaigns. It helps growth teams standardize channel execution, map customer journeys, and scale acquisition programs for SaaS, content, and ecommerce products without one-off campaign reinvention.

  • Campaign and nurture sequence templates
  • Multi-channel automation workflow design
  • Lead scoring and lifecycle stage mapping
  • Reusable playbook structure for growth teams
  • Integration guidance for CRM and email stacks

Ma Playbook by the numbers

  • 174 all-time installs (skills.sh)
  • Ranked #348 of 853 Sales & Marketing skills by installs in the Skillselion catalog
  • Data as of Aug 5, 2026 (Skillselion catalog sync)
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Installs174
repo stars451
Last updatedJuly 21, 2026
Repositoryborghei/claude-skills

What it does

Execute repeatable marketing automation playbooks, nurture sequences, and multi-channel campaign templates when scaling demand beyond ad-hoc tactics for SaaS or ecommerce brands.

Files

SKILL.mdMarkdownGitHub ↗

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

---

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

---

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

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