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# **EDDIE SOEHNEL PORTABLE IDENTITY DOCUMENT**
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## Table of Contents
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- [ADMIN](#admin)
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- [FUTURIST:](#futurist)
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- [STRUCTURING DATA FOR THE AI ERA](#structuring-data-for-the-ai-era)
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- [GEO AND AI AGENTIC COMMERCE FOR DTC, B2C, B2B2C AND THE CONSUMER PRODUCT INDUSTRY:](#geo-and-ai-agentic-commerce-for-dtc-b2c-b2b2c-and-the-consumer-product-industry)
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- [TOKEN TECH/WEB3 FOR THE DTC, B2C, B2B2C AND THE CONSUMER PRODUCT INDUSTRY:](#token-tech-web3-for-the-dtc-b2c-b2b2c-and-the-consumer-product-industry)
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- [TOKEN TECH/WEB3 FOR THE DTC, B2C, B2B2C AND THE CONSUMER PRODUCT INDUSTRY:](#token-techweb3-for-the-dtc-b2c-b2b2c-and-the-consumer-product-industry)
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- [WEB2 FOR DTC, B2C, B2B2C AND CONSUMER PRODUCT COMPANIES:](#web2-for-dtc-b2c-b2b2c-and-consumer-product-companies)
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- [INVESTOR:](#investor)
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- [ONLINE FOOTPRINT AND UPDATES:](#online-footprint-and-updates)
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@ -21,6 +23,11 @@
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- [METADATA, ONTOLOGY AND CONTEXT](#metadata-ontology-and-context)
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- [WHAT I HAVE:](#what-i-have)
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- [WHAT I NEED:](#what-i-need)
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- [Open To](#open-to)
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- [Match Context](#match-context)
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- [Ideal Collaborators](#ideal-collaborators)
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- [Ideal Problems](#ideal-problems)
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- [Non-Ideal Matches](#non-ideal-matches)
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- [MY INTERESTS AND FOCUS ACROSS PERSONAL AND PROFESSIONAL DOMAINS](#my-interests-and-focus-across-personal-and-professional-domains)
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- [AI, DATA & AGENT SYSTEMS](#ai-data-agent-systems)
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- [DECENTRALIZATION, TOKENIZATION & DIGITAL ECONOMY](#decentralization-tokenization-digital-economy)
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@ -31,18 +38,31 @@
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- [CLIMATE, ENVIRONMENT & RESOURCE SYSTEMS](#climate-environment-resource-systems)
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- [INNOVATION, FUTURE & FORESIGHT](#innovation-future-foresight)
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- [OUTDOOR, LIFESTYLE & PERSONAL DOMAIN](#outdoor-lifestyle-personal-domain)
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- [PERSONALITY](#personality)
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- [STRENGTHS](#strengths)
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- [WEAKNESSES/BLIND SPOTS](#weaknessesblind-spots)
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- [WHAT DO I LOOK FORWARD TO DOING EVERY DAY? / WHAT DO I DO THAT I LOSE TOTAL TRACK OF TIME?](#what-do-i-look-forward-to-doing-every-day-what-do-i-do-that-i-lose-total-track-of-time)
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- [WHAT DO I DREAD DOING?](#what-do-i-dread-doing)
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- [WHAT COMES EASY TO ME?](#what-comes-easy-to-me)
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- [WHAT TURNS ME OFF OR SHUTS ME DOWN?](#what-turns-me-off-or-shuts-me-down)
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- [MY VALUES](#my-values)
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- [MY STYLE](#my-style)
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- [TRUE HAPPY PLACE WHERE I GET DEEP SATISFACTION](#true-happy-place-where-i-get-deep-satisfaction)
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- [KNOWN FOR](#known-for)
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- [SUPERPOWERS](#superpowers)
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- [PROFESSIONAL CHRONICLE](#professional-chronicle)
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- [SUMMARY](#summary-1)
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- [BASECAMP INQB8R: SEDALIA, CO. FOUNDER/OWNER, 2010 TO PRESENT.](#basecamp-inqb8r-sedalia-co-founder-owner-2010-to-present)
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- [iNDX: SEDALIA, CO. FOUNDER/CEO, 2023 TO PRESENT.](#indx-sedalia-co-founder-ceo-2023-to-present)
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- [FUTURE MAP: SEDALIA, CO. FOUNDER/CEO, 2017 TO PRESENT.](#future-map-sedalia-co-founder-ceo-2017-to-present)
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- [THE LIGHT OF DOG: SEDALIA, CO. CO-FOUNDER/MANAGING PARTNER, 2003 TO PRESENT.](#the-light-of-dog-sedalia-co-co-founder-managing-partner-2003-to-present)
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- [DOGCOM: SEDALIA, CO. FOUNDER/MANAGING PARTNER, 2017 TO PRESENT.](#dogcom-sedalia-co-founder-managing-partner-2017-to-present)
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- [BIOTRUST: AUSTIN, TX. VICE PRESIDENT RETAIL SALES & MARKETING, 2014\.](#biotrust-austin-tx-vice-president-retail-sales-marketing-2014)
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- [LAUNCHPAD: GREENWOOD VILLAGE, CO. GENERAL MANAGER/VICE PRESIDENT SALES, 2008-2010.](#launchpad-greenwood-village-co-general-manager-vice-president-sales-2008-2010)
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- [BASECAMP INQB8R: SEDALIA, CO. FOUNDER/OWNER, 2010 TO PRESENT.](#basecamp-inqb8r-sedalia-co-founderowner-2010-to-present)
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- [iNDX: SEDALIA, CO. FOUNDER/CEO, 2023 TO PRESENT.](#indx-sedalia-co-founderceo-2023-to-present)
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- [FUTURE MAP: SEDALIA, CO. FOUNDER/CEO, 2017 TO PRESENT.](#future-map-sedalia-co-founderceo-2017-to-present)
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- [THE LIGHT OF DOG: SEDALIA, CO. CO-FOUNDER/MANAGING PARTNER, 2003 TO PRESENT.](#the-light-of-dog-sedalia-co-co-foundermanaging-partner-2003-to-present)
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- [DOGCOM: SEDALIA, CO. FOUNDER/MANAGING PARTNER, 2017 TO PRESENT.](#dogcom-sedalia-co-foundermanaging-partner-2017-to-present)
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- [BIOTRUST: AUSTIN, TX. VICE PRESIDENT RETAIL SALES & MARKETING, 2014.](#biotrust-austin-tx-vice-president-retail-sales-marketing-2014)
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- [LAUNCHPAD: GREENWOOD VILLAGE, CO. GENERAL MANAGER/VICE PRESIDENT SALES, 2008-2010.](#launchpad-greenwood-village-co-general-managervice-president-sales-2008-2010)
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- [CONTENT RETRIEVER: AURORA, CO. GENERAL MANAGER, 2005-2007.](#content-retriever-aurora-co-general-manager-2005-2007)
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- [ANTIRION: DENVER, CO. VICE PRESIDENT SALES & MARKETING, 2002-2004.](#antirion-denver-co-vice-president-sales-marketing-2002-2004)
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- [THE WORLD SCHOOL NETWORK/PLANETY: DENVER, CO. AND OSLO, NORWAY. U.S. COUNTRY MANAGER/CEO, 1998-2002.](#the-world-school-network-planety-denver-co-and-oslo-norway-u-s-country-manager-ceo-1998-2002)
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- [EDWARD J. SOEHNEL CONSULTING: DENVER, CO. FOUNDER/OWNER, 1996-1998](#edward-j-soehnel-consulting-denver-co-founder-owner-1996-1998)
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- [THE WORLD SCHOOL NETWORK/PLANETY: DENVER, CO. AND OSLO, NORWAY. U.S. COUNTRY MANAGER/CEO, 1998-2002.](#the-world-school-networkplanety-denver-co-and-oslo-norway-us-country-managerceo-1998-2002)
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- [EDWARD J. SOEHNEL CONSULTING: DENVER, CO. FOUNDER/OWNER, 1996-1998](#edward-j-soehnel-consulting-denver-co-founderowner-1996-1998)
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- [SOUTH SHORE HOUSING DEVELOPMENT CORPORATION: KINGSTON, MA. HOUSING SERVICES DIRECTOR, 1991-1995](#south-shore-housing-development-corporation-kingston-ma-housing-services-director-1991-1995)
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- [CONTENT PROJECTS](#content-projects)
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- [EDUCATION PROJECTS](#education-projects)
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- [ADVISOR, INNOVATION CENTER OF THE ROCKIES](#advisor-innovation-center-of-the-rockies)
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- [RISKINETICS](#riskinetics)
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- [OTHER AFFILIATIONS AND ACTIVITIES](#other-affiliations-and-activities)
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- [ADDITIONAL SKILLS & KEYWORDS](#additional-skills-and-keywords)
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- [STRATEGY](#strategy)
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- [SYSTEMS/TECHNOLOGY](#systems-technology)
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- [SYSTEMS/TECHNOLOGY](#systemstechnology)
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- [PRODUCT DEVELOPMENT](#product-development)
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- [FINANCE](#finance)
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- [PRODUCTION & LOGISTICS](#production-logistics)
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- [MARKETING](#marketing)
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- [SALES](#sales)
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- [SUPPORT/OTHER](#support-other)
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- [SUPPORT/OTHER](#supportother)
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- [QUOTES THAT SPEAK TO ME](#quotes-that-speak-to-me)
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- [Action, Courage & Persistence](#action-courage-persistence)
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- [Systems, Habits & Execution](#systems-habits-execution)
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- [Learning, Growth & Self-Improvement](#learning-growth-self-improvement)
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- [Problem Solving, Decisions & Risk](#problem-solving-decisions-risk)
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- [Entrepreneurship, Creation & Innovation](#entrepreneurship-creation-innovation)
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- [Identity, Meaning & Authenticity](#identity-meaning-authenticity)
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- [Relationships, Communication & Kindness](#relationships-communication-kindness)
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- [Attention, Freedom & Wealth](#attention-freedom-wealth)
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- [Resilience, Hard Things & Adversity](#resilience-hard-things-adversity)
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- [Excellence, Craft & Flow](#excellence-craft-flow)
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- [Reflection Questions & Self-Awareness](#reflection-questions-self-awareness)
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- [Markets, Consumers & Strategy](#markets-consumers-strategy)
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- [Faith, Stewardship & Wisdom](#faith-stewardship-wisdom)
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- [PROFILE IMAGE](#profile-image)
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# **ADMIN**
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This document conforms to the PID-template for networking in the AI era, found here: [https://projects.eddiesoehnel.com/adminprojects/personal-identity-document-template](https://projects.eddiesoehnel.com/adminprojects/personal-identity-document-template)
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This document conforms to the PID-template for networking in the AI era, found here: [https://projects.eddiesoehnel.com/adminprojects/portable-identity-document-template-OPEN](https://projects.eddiesoehnel.com/adminprojects/portable-identity-document-template-OPEN)
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# **BIO**
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## FOCUS:
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* I build future-proof companies designed to thrive in the decades ahead, leveraging my skills as a leading-edge technologist, business model innovator and exponential growth strategist in the DTC, B2C, B2B2C and consumer product industry. Current activities include:
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* Designing dog behavior training and interaction models through my pet business;
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* Creating AI-native discovery infrastructure for the outdoor economy, combining industry indexing (SEO/GEO/AI findability), decentralized professional networking, ecological intelligence, and citizen science data systems, through my company, iNDX;
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* Engineering a Personal AI Operating System — a memory-backed digital version of myself that integrates 30 years of structured knowledge into an AI-native architecture. It serves as my long-term memory, strategic co-pilot, and the foundation for AI agents that act with my voice, priorities, and policy constraints. See my Alexandria Project for more about this initiative.
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* Adding to and improving my own technology infrastructure where I live, which includes on-site solar generation, redundant terrestrial and satellite internet, generator-backed power, and telecom tower leasing, all of which has enabled my own sovereign edge data center hosting in a secure, resilient location outside major metro areas.
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* Designing dog behavior training and interaction models through my pet business;
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* Creating AI-native discovery infrastructure for the outdoor economy, combining industry indexing (SEO/GEO/AI findability), decentralized professional networking, ecological intelligence, and citizen science data systems, through my company, iNDX;
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* Engineering a Personal AI Operating System — a memory-backed digital version of myself that integrates 30 years of structured knowledge into an AI-native architecture. It serves as my long-term memory, strategic co-pilot, and the foundation for AI agents that act with my voice, priorities, and policy constraints. See my Alexandria Project for more about this initiative.
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* Adding to and improving my own technology infrastructure where I live, which includes on-site solar generation, redundant terrestrial and satellite internet, generator-backed power, and telecom tower leasing, all of which has enabled my own sovereign edge data center hosting in a secure, resilient location outside major metro areas.
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## FUTURIST:
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* I am building a spec-driven, AI-native product development operating system where structured Markdown (knowledge layer) defines the system, AI agents execute against it to generate and run the product (execution layer), and data feeds back to continuously improve it—making the repository itself an executable blueprint for both digital and physical product creation. This represents a new methodology for creating products and services, as AI becomes the primary execution and production layer. AI is no longer limited to writing code; it is increasingly capable of conducting research, running tests, generating new materials, prototyping products, and operating automated production systems. As a result, new paradigms are emerging for how we communicate intent to AI. This product development OS is my approach to structuring that communication—translating strategy into executable specifications that AI can reliably interpret and act upon. [It is published here](https://projects.eddiesoehnel.com/adminprojects/product-dev-os).
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* A framework that defines a system ontology approach where a complex software system is modeled as a structured graph (nodes and relationships) that serves as the single source of truth—allowing AI to automatically generate diagrams, detect issues, simulate changes, and even build code. It’s important because it transforms system design from static documentation into a machine-readable, AI-operable model, enabling automation, consistency, and far more intelligent development and scaling of software systems. [It is published here](https://projects.eddiesoehnel.com/adminprojects/product-dev-os).
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* A future-proof data platform — already deployed in one of my businesses — where the data is the application. It’s portable, AI-native, and policy-driven, so the data itself defines structure, relationships, actions, and even its UI. That eliminates rigid databases, reduces dependency on static screens, and avoids cloud lock-in. The payoff: dramatically lower cost and complexity, and far greater power as AI becomes the primary operating system for everything. I have a conceptual and architectural framework document that defines guiding principles, emerging patterns and baseline specifications. [See it here](https://docs.google.com/document/d/1YruyY2anFoBRVHTLEdqGhx-CKPHtctMUtkcLs6GBQQY/edit?usp=sharing)
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* A public repository documenting a personal edge data center architecture, including its hardware tiers, VM strategy, networking, security practices, backup and disaster recovery procedures, monitoring, power resilience, and solar support infrastructure. It serves as the canonical planning and operations reference for building and maintaining a local-first, AI-ready infrastructure stack across development, production, and standby systems. [See it here](https://projects.eddiesoehnel.com/adminprojects/edge-data-center-main-OPEN)
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* Excess on-site solar generation, redundant terrestrial and satellite internet, and generator-backed power enable sovereign edge data center hosting in a secure, resilient location outside major metro areas.
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* Published tools on Findability In The AI Era, for members of the iNDX community at [https://Community.iNDX.earth/](https://community.indx.earth/) Core tools include [Findability In The AI Era: Master Framework](https://docs.google.com/document/d/1HfdNZRC4823NvT1ID2ZQNrcW8PCT4czUlnIXROLY_20/edit?usp=sharing) and [Portable Identity Document (PID) Template](https://docs.google.com/document/d/1zcdaWYdqMUOXu690om0NfgJ0-mf0lyyBQw6rKeg7uKM/edit?usp=sharing)
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* A ground-based solar array structure meeting wind and snow loads for Colorado using common components that anyone can use to build their own. [See it here](https://docs.google.com/document/d/1cHgys143KesCqQzLYRbqVU7pXEVxy3pO0Js7D9yqs34/edit?usp=sharing)
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* Published tools for brands to understand and adopt token technology/web3. See [https://EddieSoehnel.com/TokenTech](https://eddiesoehnel.com/tokentech/)
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* Published tools with predictions and action plans to help people position for massive change as we transition into the next economic supercycle. See [https://EddieSoehnel.com/FutureMap](https://eddiesoehnel.com/mte-prediction-framework/)
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* Published tools on starting and scaling B2C and B2B2C businesses using an exponential growth strategy that I’ve successfully applied three times.[https://EddieSoehnel.com/DTCForConsumerBrands](https://EddieSoehnel.com/DTCForConsumerBrands)
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* An extensive knowledgebase with text, video, infographics and other tools to help dog owners positively impact the lives of their pets through my pet business at [https://TheLightofDog.com/](https://thelightofdog.com/)
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* Excess CPU capacity in my own edge data center.
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* I have many more projects, skills, workflows and tools published on [my Git platform](https://projects.eddiesoehnel.com/adminprojects)
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* More tools published in this document.
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* Short-term transactional relationships that do not compound or leverage into durable systems, assets, or learning.
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* Generic innovation work that avoids specificity, ownership, measurable output, or hard implementation details.
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> Review suggestion: This section is newly synthesized from your existing PID themes. Edit it closely so it reflects your exact boundaries and preferred collaboration patterns.
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## MY INTERESTS AND FOCUS ACROSS PERSONAL AND PROFESSIONAL DOMAINS
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### *AI, DATA & AGENT SYSTEMS*
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* Evangelical
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* Charismatic
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| PERSONALITY Below is my personal assessment. See my results here from the [My Principles You Assessment](https://docs.google.com/document/d/1PyGfqRJtzcjtbyeM33OQ6xtRmmHvH-YDANEFXtQoMFg/edit?usp=sharing). STRENGTHS Self-starter Organize into systems for execution/growth Able to go from dream/idea to making it a reality Data and analytics Process-driven and linear thinker Aggressive in going after opportunities; very promotion and sales focused Persistent and relentless Think outside the box Look at things strategically and holistically Able to assimilate lots of data and information Get a lot done quickly Able to handle a lot of balls in the air Think big and like to set audacious plans and goals Optimistic Passionate and enthusiastic about products and companies I work with \- good at selling when I am in this zone Plan and anticipate as best as possible; always thinking many steps ahead Always learning, becoming more efficient and productive Thrive in environments where there is change, volatility, uncertainty, fluidity and amorphous states, which is why I excel at startups WEAKNESSES/BLIND SPOTS Move so fast I make mistakes Move so fast I don't stop to look at all the angles. Make mistakes in writing and spreadsheet calculations, which has now become almost a non-issue because AI can correct I am not creatively inclined \- ad copy, designing logos, product names, color pallets, etc. Linear and process driven thinker I repeat myself At times, I talk too much I am not a very good writer and get wordy....carries over from my talking too much Don't get subtlety I tend to be very intense, which makes me insensitive to people. I don't mean to be insensitive, I just get so involved that I forget the human aspect. Don't be afraid to point that out to me Once I put my mind to something, it is hard to get me off that track, even if I need to get off that track. Stubborn and bull-headed Impatient Not a nurturer or supportive type to others. Just not how I am built so it is hard for me to use these qualities when needed. WHAT DO I LOOK FORWARD TO DOING EVERY DAY? / WHAT DO I DO THAT I LOSE TOTAL TRACK OF TIME? Spreadsheets, process flow diagrams, databases, content management systems, SOP’s (standard operating procedures), methodologies, data and data analysis, software, apps, AI, external research and reading. WHAT DO I DREAD DOING? Data entry Paperwork Once something is built (product, process), I want to turn it over to someone else to manage, so having to manage it myself is not fun to me. I am a builder, NOT a manager. WHAT COMES EASY TO ME? Planning, project plans, task lists, organizing, numbers and data, research WHAT TURNS ME OFF OR SHUTS ME DOWN? Work environments where competition, conflict and confrontation are the way things get done. I am naturally inclined to be in harmony with others around me and I seek to create that harmony in my work environment. Negativity; glass is half empty thinking "That's the way everyone else does it"; "that's the way it has always been done" ..thinking MY VALUES Keywords/phrases that resonate with me: Authenticity Achievements Autonomy Balance Compassion Challenge Determination Not tolerate problems Growth Kindness Leadership Rebellious Maverick Rogue Learning Openness Meaningful work Service Trustworthiness Values lead to behavior Contribute more than I took; here to help and give back; pass on what I learn Always leave money on the table Honesty: tell the truth; tell it like it is Compassion and understanding because everyone has problems and trials Courage to stand for what I believe Integrity: do what I say I will do; don't throw others under the bus; don't be selfish Treat others like I treat those I love MY STYLE Down to earth Tell it like it is What you see is what you get Warm, personable and engaging Outdoorsy type, casual TRUE HAPPY PLACE WHERE I GET DEEP SATISFACTION XC Skiing with a biathlon rifle strapped to my back KNOWN FOR Always trying to create, build and develop new things \- in my personal and professional life. Never satisfied with what is. Always want to improve. Ability to hurt himself without help from anyone else…best to keep 6-feet from him so as not get caught in the blast wave. The last thing I might end up saying before I leave this world: “Well, shit, that didn’t work out like I had expected” In dog circles, known as the guy with secret formulas that make the best, most tastiest and healthy dog treats and dog food (“puppy crack”) SUPERPOWERS Relentless optimist MacGyver+hacker+DIYer+homesteader+maverick Ultra low cost operator Leverage what I have to do more FOR WHOM I REALLY WORK ![][image1] Hard at work in my office to support the dogs and the lifestyle in which they have become accustomed.
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| ----- |
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# PROFESSIONAL CHRONICLE |
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# PERSONALITY
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Below is my personal assessment. See my results here from the [My Principles You Assessment](https://docs.google.com/document/d/1PyGfqRJtzcjtbyeM33OQ6xtRmmHvH-YDANEFXtQoMFg/edit?usp=sharing).
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## STRENGTHS
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* Self-starter
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* Organize into systems for execution/growth
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* Able to go from dream/idea to making it a reality
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* Data and analytics
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* Process-driven and linear thinker
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* Aggressive in going after opportunities; very promotion and sales focused
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* Persistent and relentless
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* Think outside the box
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* Look at things strategically and holistically
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* Able to assimilate lots of data and information
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* Get a lot done quickly
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* Able to handle a lot of balls in the air
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* Think big and like to set audacious plans and goals
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* Optimistic
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* Passionate and enthusiastic about products and companies I work with - good at selling when I am in this zone
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* Plan and anticipate as best as possible; always thinking many steps ahead
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* Always learning, becoming more efficient and productive
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* Thrive in environments where there is change, volatility, uncertainty, fluidity and amorphous states, which is why I excel at startups
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## WEAKNESSES/BLIND SPOTS
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* Move so fast I make mistakes
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* Move so fast I don't stop to look at all the angles.
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* Make mistakes in writing and spreadsheet calculations, which has now become almost a non-issue because AI can correct
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* I am not creatively inclined - ad copy, designing logos, product names, color pallets, etc. Linear and process driven thinker
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* I repeat myself
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* At times, I talk too much
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* I am not a very good writer and get wordy....carries over from my talking too much
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* Don't get subtlety
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* I tend to be very intense, which makes me insensitive to people. I don't mean to be insensitive, I just get so involved that I forget the human aspect. Don't be afraid to point that out to me
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* Once I put my mind to something, it is hard to get me off that track, even if I need to get off that track.
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* Stubborn and bull-headed
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* Impatient
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* Not a nurturer or supportive type to others. Just not how I am built so it is hard for me to use these qualities when needed.
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## WHAT DO I LOOK FORWARD TO DOING EVERY DAY? / WHAT DO I DO THAT I LOSE TOTAL TRACK OF TIME?
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* Spreadsheets, process flow diagrams, databases, content management systems, SOP's (standard operating procedures), methodologies, data and data analysis, software, apps, AI, external research and reading.
|
||||
|
||||
## WHAT DO I DREAD DOING?
|
||||
|
||||
* Data entry
|
||||
* Paperwork
|
||||
* Once something is built (product, process), I want to turn it over to someone else to manage, so having to manage it myself is not fun to me. I am a builder, NOT a manager.
|
||||
|
||||
## WHAT COMES EASY TO ME?
|
||||
|
||||
* Planning, project plans, task lists, organizing, numbers and data, research
|
||||
|
||||
## WHAT TURNS ME OFF OR SHUTS ME DOWN?
|
||||
|
||||
* Work environments where competition, conflict and confrontation are the way things get done. I am naturally inclined to be in harmony with others around me and I seek to create that harmony in my work environment.
|
||||
* Negativity; glass is half empty thinking
|
||||
* "That's the way everyone else does it"; "that's the way it has always been done" ..thinking
|
||||
|
||||
## MY VALUES
|
||||
|
||||
* Keywords/phrases that resonate with me:
|
||||
* Authenticity
|
||||
* Achievements
|
||||
* Autonomy
|
||||
* Balance
|
||||
* Compassion
|
||||
* Challenge
|
||||
* Determination
|
||||
* Not tolerate problems
|
||||
* Growth
|
||||
* Kindness
|
||||
* Leadership
|
||||
* Rebellious
|
||||
* Maverick
|
||||
* Rogue
|
||||
* Learning
|
||||
* Openness
|
||||
* Meaningful work
|
||||
* Service
|
||||
* Trustworthiness
|
||||
* Values lead to behavior
|
||||
* Contribute more than I took; here to help and give back; pass on what I learn
|
||||
* Always leave money on the table
|
||||
* Honesty: tell the truth; tell it like it is
|
||||
* Compassion and understanding because everyone has problems and trials
|
||||
* Courage to stand for what I believe
|
||||
* Integrity: do what I say I will do; don't throw others under the bus; don't be selfish
|
||||
* Treat others like I treat those I love
|
||||
|
||||
## MY STYLE
|
||||
|
||||
* Down to earth
|
||||
* Tell it like it is
|
||||
* What you see is what you get
|
||||
* Warm, personable and engaging
|
||||
* Outdoorsy type, casual
|
||||
|
||||
## TRUE HAPPY PLACE WHERE I GET DEEP SATISFACTION
|
||||
|
||||
* XC Skiing with a biathlon rifle strapped to my back
|
||||
|
||||
## KNOWN FOR
|
||||
|
||||
* Always trying to create, build and develop new things - in my personal and professional life. Never satisfied with what is. Always want to improve.
|
||||
* Ability to hurt himself without help from anyone else...best to keep 6-feet from him so as not get caught in the blast wave. The last thing I might end up saying before I leave this world: "Well, shit, that didn't work out like I had expected"
|
||||
* In dog circles, known as the guy with secret formulas that make the best, most tastiest and healthy dog treats and dog food ("puppy crack")
|
||||
|
||||
## SUPERPOWERS
|
||||
|
||||
* Relentless optimist
|
||||
* MacGyver+hacker+DIYer+homesteader+maverick
|
||||
* Ultra low cost operator
|
||||
* Leverage what I have to do more
|
||||
|
||||
# PROFESSIONAL CHRONICLE
|
||||
|
||||
## SUMMARY
|
||||
|
||||
|
|
@ -608,9 +754,6 @@ Description: affordable housing non-profit.
|
|||
|
||||
Achievements: quickly rose in leadership from line staff to department head within 18 months: (1) expanded staffing 300% after winning new federal and state government contracts; (2) spearheaded public/private partnership in homeownership/REO disposition program with federal and state entities; (3) co-author of the Landlord’s Guide to Property Management, published and sold by the non-profit.
|
||||
|
||||
| CONTENT & EDUCATION PROJECTS |
|
||||
| :---: |
|
||||
|
||||
## CONTENT PROJECTS
|
||||
|
||||
* [Inspiration & Wisdom](https://eddiesoehnel.com/inspiration/)
|
||||
|
|
@ -696,8 +839,8 @@ A financial security allowing a lender to securitize and sell off portions of th
|
|||
* Hawaii Ironman Qualifier 1994\.
|
||||
* NGO Founder & Board Member, Mediation Works, Inc., 1993-1995, Kingston, MA.
|
||||
|
||||
| ADDITIONAL SKILLS AND KEYWORDS |
|
||||
| :---: |
|
||||
# **ADDITIONAL SKILLS AND KEYWORDS**
|
||||
|
||||
|
||||
## STRATEGY
|
||||
|
||||
|
|
@ -733,161 +876,174 @@ Community management, DIY/Hacker/Maker, Legal (incorporations \- US domestic and
|
|||
|
||||
# **QUOTES THAT SPEAK TO ME**
|
||||
|
||||
| To take advantage of your brain’s natural gardening system, simply think about the things that are important to you |
|
||||
| :---- |
|
||||
| What if I could only subtract to solve problems? |
|
||||
| It’s not about what someone can do for you, it's who and what the two of you become in each other's presence |
|
||||
| what is more effective is not telling people what to do, but stimulating their interest and curiosity with what you say |
|
||||
| You are tough when your mood is not dependent on your conditions |
|
||||
| Who can I surprise today with a thank you a gift or a moment of appreciation |
|
||||
| When negotiating always leave money on the table…give more than you take |
|
||||
| What would you have done differently today and why? |
|
||||
| What or who might trip me up or cause stress and how can I respond in a positive way from my highest self? |
|
||||
| What is more effective is not telling people what to do but stimulating their interest and curiosity with what you say |
|
||||
| What if I could only subtract to solve problems? |
|
||||
| To make something great, the right way is the hard way |
|
||||
| Do not tolerate problems |
|
||||
| You never know what worse luck your bad luck saved you from |
|
||||
| You drown not by falling in a river but by being submerged |
|
||||
| The more precisely you define the problem the more easily you can find a solution |
|
||||
| The more an idea is tied to your identity, the more you will ignore evidence it is false |
|
||||
| Stability shuts down the brains learning centers. Do hard things 70 percent of the time |
|
||||
| The more an idea is tied to your identity, the more you will ignore evidence it is false. To continue to grow and learn, you must be willing to update, expand, and edit your identity. |
|
||||
| You will destroy your dreams if you stay in your comfort zone |
|
||||
| Progress requires unlearning. Becoming the best version of yourself requires you to continuously edit your beliefs, and to upgrade and expand your identity. |
|
||||
| You get to pick a new career based on one factor: Your job is to do the activity that most frequently puts you into a flow state. Flow state \= you feel fully immersed in your work, you're in "the zone," time flies by without you realizing it, etc. What do you choose? James Clear |
|
||||
| Nearly everything awesome takes longer than you think. Get started and don't worry about the clock. |
|
||||
| Tom Bilyeu (Impact Theory), who first heard this from his father, says it best: "Find something you would die for, and live for it." |
|
||||
| Perfection. That's what it's about. It's those moments. When you can feel the perfection of creation. The beauty of physics, you know, the wonder of mathematics. The elation of action and reaction, and that is the kind of perfection that I want to be connected to. Samuel Anders. |
|
||||
| Entrepreneur is a synonym for salesperson, and salesperson is the pedestrian term for storyteller We (entrepreneurs) are all impostors who must deploy a fiction (a story) that captures the imagination and attracts buyers (and/or capital) to pull the future forward and turn rhyme into reason. The only way to predict the future is to make it. Even if a startup make no sense. Scott Galloway. |
|
||||
| I am always doing what I can't do yet in order to learn how to do it. Vincent Van Gogh |
|
||||
| It's so hard to forget pain, but it's even harder to remember sweetness. We have no scar to show for happiness. We learn so little from peace. Chuck Palahniuk |
|
||||
| If you're trying to choose between two theories and one gives you an excuse for being lazy, the other one is probably right. Paul Graham |
|
||||
| Science Has Confirmed That If You’re Not Outside Your Comfort Zone, You’re not learning |
|
||||
| Figure out what you're good at without trying, then try. |
|
||||
| I believe that the fear of regret for me is greater than the fear of judgement, and that's why I do what I do \- Gary Vaynerchuk |
|
||||
| Limit your time with people who see the downside of every situation |
|
||||
| Pursue situations that develop and force you to become so much of a greater person than yourself, than you thought you could ever be, and it really elevates you to achieving new things and becoming a better version of yourself. Pat Milbery |
|
||||
| Our great mistake is to try to exact from each person virtues which he does not possess, and to neglect the cultivation of those which he has. Marguerite Yourcenar |
|
||||
| Philosopher Eric Hoffer on adaptability: "In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists." |
|
||||
| There is probably no pleasure equal to the pleasure of climbing a dangerous Alp; but it is a pleasure which is confined strictly to people who can find pleasure in it. Mark Twain |
|
||||
| If you're not making mistakes, then you're not doing anything. Jack Wooden. |
|
||||
| Brand marketing gives symbolic value to ordinary consumption |
|
||||
| quote attributed to Lenin: There are decades when nothing happens, and there are weeks when decades happen |
|
||||
| Research shows power dulls you to risk |
|
||||
| To understand others, watch what they reward. To understand yourself, watch what you envy. James Clear |
|
||||
| Not being busy is a competitive advantage |
|
||||
| Don’t ask what the world needs. Ask what makes you come alive, and go do it. Because what the world needs is people who have come alive. |
|
||||
| Don’t fight who you are. You will loose |
|
||||
| Don’t stay in a place where no one sees your value |
|
||||
| Courage is resistance to fear, mastery of fear – not absence of fear |
|
||||
| Consumption leads to thoughts leads to action – make better consumption choices |
|
||||
| Consumers don’t want more choices, they want more confidence in the choices presented |
|
||||
| Embrace the shit |
|
||||
| Change happens slowly. Then all at once |
|
||||
| Before you try to increase your willpower, try to decrease the friction in your environment |
|
||||
| Fighting against the existing reality: You never change things by fighting against the existing reality. To change something, build a new model that makes the old model obsolete. |
|
||||
| Be the best version of yourself |
|
||||
| Awareness is often enough to motivate change |
|
||||
| Give me 6 hours to chop down a tree and I will take 4 to sharpen the ax |
|
||||
| Definition of an expert. An expert is a person who has found out by painful experience all the mistakes that one can make in a very narrow field. Niels Bohr |
|
||||
| Are you solving problems at the branch level or the root level? |
|
||||
| An emotional example will convince more people than any set of statistics ever could |
|
||||
| Look at every action, task, situation, opportunity, event, person you meet and figure out how to leverage that beyond what is is on the surface |
|
||||
| It’s not about what someone can do for you, it’s who and what the two of you become in each other’s presence |
|
||||
| If your choices don’t match other’s expectations, that is their concern, not yours |
|
||||
| Find a game where the probabilities favor you and keep taking shots |
|
||||
| Half your problems are just your mind making minor things seem like major things |
|
||||
| If you’re not failing you’re not pushing your limits and if you’re not pushing your limits you’re not maximizing your potential |
|
||||
| If you’re stuck in a negotiation, figure out the 1 thing that is truly non-negotiable for you and then compromise on everything else |
|
||||
| If you have the choice, always choose to sprint and then rest |
|
||||
| All the good stuff happens when we act even if we don’t know for sure |
|
||||
| The diligent man makes good use of everything he finds |
|
||||
| If a decision is reversible the biggest risk is moving too slow; if a decision is irreversible the biggest risk is moving too fast |
|
||||
| 40 percent rule: When your mind tells you that you're exhausted, fried, totally tapped out... you're really only 40 percent done. You still have 60 percent left in your tank. |
|
||||
| God has given \[you\] some special abilities; be sure to use them to help \[others\], passing on to \[them\] God’s many kinds of blessings |
|
||||
| On persistence and luck |
|
||||
| Personally, I think mindset is an entrepreneur’s most critical asset. Yet few of us ever take the time to craft it \-- to purposefully select and sharpen the mindset(s) we desire. Diamandis |
|
||||
| If everyone is thinking alike, then somebody isn't thinking. General George S. Patton |
|
||||
| If you can’t stop thinking about it don’t stop working for it |
|
||||
| More than anything else, controlling your attention is about being able to figure out what you should be working on and identifying what truly moves the needle. |
|
||||
| How to define wealth: Real wealth is not having to do things certain things, like: not worrying about jerks claiming your attention, time and energy; not being locked into status games and living based on other’s expectations; not feeling like you have to say “yes”; Real wealth is about freedom. Money can help achieve these things, but there are plenty of people who make lots of money yet aren’t free. |
|
||||
| If everyone is thinking alike, then someone isn’t thinking |
|
||||
| Do the right thing. Even when no one is looking. It's called integrity. |
|
||||
| Astonish a mean world with your acts of kindness. The effect you have on others’ lives is the highest expression of your own. Maya Angelou |
|
||||
| People will forget what you said people will forget what you did but people will never forget how you made them feel |
|
||||
| Which of your current habits is least aligned with the type of person you hope to become? |
|
||||
| Your best performances will come when you are working in a way that is a full expression of you. The work becomes a natural display of your personality. This is when you not only get better results, but also love the activity — because in doing the craft, you feel alive. James Clear |
|
||||
| Your energy should go into building better habits not chasing better results |
|
||||
| Your habits are often a byproduct of convenience. Humans are wired to seek the path of least resistance, which means the most convenient option is often the one that wins. Make good choices more convenient and bad choices less so. Behavior will improve naturally. James Clear |
|
||||
| If you do not actively choose a better way, then society, culture, and the general inertia of life will push you into a worse way. The default is distraction, not improvement. James Clear |
|
||||
| Habits are crucial – they cast repeated votes for being a certain type of person |
|
||||
| If you want better results, then forget about setting goals. Focus on your system instead |
|
||||
| The secret to success is rejection or specifically the willingness to endure it |
|
||||
| If you keep showing up, you'll almost certainly break through — but probably not in the way you expected or intended. You need enough persistence to keep working and enough flexibility to enjoy success when it comes in a different form than you imagined. |
|
||||
| He did all this so you would never say to yourself, ‘I have achieved this wealth with my own strength and energy.’ \[18\] Remember the LORD your God. He is the one who gives you power to be successful. |
|
||||
| When everything seems to be going against you, remember that the airplane takes off against the wind, not with it. Henry Ford |
|
||||
| A few things you need to achieve exceptional results: Quantity: you take lots of shots; Quality: you take thoughtful shots; Consistency: you keep shooting for a long time; Feedback: you take better shots over time; Luck: you get a few favorable bounces. |
|
||||
| Winning an argument. What research on reframing shows is that the key to winning any argument is to understand your opponents’ perspective first, and then to link the beliefs supporting their perspective to your argument. The point is to influence them by finding enough common ground to win them to your side–not running to opposite corners and shouting across the divide. |
|
||||
| The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack in will. Vince Lombardi |
|
||||
| A simple rule that makes life easier: Always strive to give value before you ask for value. James Clear |
|
||||
| How to make meaningful connections in life and business: “Understanding a person’s hunger and responding to it is one of the most potent tools you’ll ever discover for getting through to anyone you meet in business or your personal life.” |
|
||||
| If you need wisdom, ask our generous God, and he will give it to you. |
|
||||
| Don't give up\! The hardest battles are given to the strongest soldiers. Also: God doesn’t give the hardest battles to His toughest soldiers; He creates the toughest soldiers out of life’s hardest battles. |
|
||||
| Will you regret doing or not doing this at end of life? |
|
||||
| Writing is the superpower of humankind. It is our truest form of magic. Writing allows you to conjure up something of value where nothing previously existed. It costs little for you to write down the lessons of your life and yet those few minutes spent writing can be life-altering for the right reader. As I once saw it put: "there is someone out there with a wound in the exact shape of your words". Furthermore, writing is the foundation of nearly every technology and innovation because we have to record what we know before we can build upon it. And these innovations are passed down from generation to generation, allowing our children to inherit a richer intellectual fortune than what we were born into. The world is richer because we write and nobody is made poorer in the process. James Clear |
|
||||
| Don't compromise on living your truth \- it is non-negotiable. Embrace yourself and who you really are |
|
||||
| It is a fundamental law of nature that you get stronger only by doing difficult things |
|
||||
| Each problem is a puzzle that when solved gives a principle to avoid same problem in the future |
|
||||
| Life is 10 percent what happens to me and 90 percent how I react |
|
||||
| Define what’s meaningful: Something I can do or create that would bring me more meaning in life is . . . The activities that I currently do that bring me the most meaning are… The activities or projects that I should stop doing because they are not bringing me any sense of meaning, are . . . If I was going to add new activities that bring me more meaning, the first ones I would add would be . . . |
|
||||
| Create your life rather than live it |
|
||||
| The way to help someone is not to critique what makes them smaller, but to encourage what makes them larger. James Clear |
|
||||
| Invention is by its very nature disruptive. If you want to be understood at all times, then don’t do anything new. Jeff Bezos. |
|
||||
| Your first task is to find what feels effortless to you. Your second task is to put maximum effort into it. James Clear |
|
||||
| Which expense in your life delivers the least happiness per dollar and which delivers the most happiness per dollar? |
|
||||
| Look around you right now. What small change could you make to your surroundings that would steer you toward good habits and away from distractions? James Clear |
|
||||
| Whenever you feel like giving up, remember: your brain is naturally wired to conserve energy and keep you safe, sometimes making you want to take the easiest path. You have to resist this. Peter Diamandis |
|
||||
| It’s tempting to seek out the easy gigs and the straightforward projects. But of course, if they’re the easy ones, there’s probably quite a few people eager to do them. So your ability to add unique value goes down. The alternative is to find and focus on the projects that take insight, guts and a tolerance for risk. The projects that involve significant human connection and effort. When new technology shows up, some people ask, “how can this make my job easier?” But what happens if we ask, “how can I use this to do something really hard?” seth Godin |
|
||||
| Look at your habits: Are they the product of innumerable little cowardices and lazinesses...or of your courage and inventive reason? Friedrich Nietzsche |
|
||||
| Your system(s) moves at the speed of its slowest part |
|
||||
| If I could only fix one thing in how I work or live, what change would make everything else easier? |
|
||||
| When we die, all the true, deep, incredibly meaningful and impactful experiences and knowledge die with us and cannot be preserved to benefit future generations — one of the greatest tragedies of our existence. |
|
||||
| Your success depends on the risks you take. Your survival depends on the risks you avoid. Avoid the risks where your survival is at stake |
|
||||
| A 1000-gram iron bar. Its raw value is about $100. If you choose to make horseshoes, its value will rise to $250. If instead you make sewing needles, the value will rise to about $70,000. If you make watch springs and gears, the value will rise to about $6 million. But if you make precision laser parts from it, like those used in lithography, it will be worth $15 million. Your value is not only in what you are made of – but most of all – in how you make the best of who you are. |
|
||||
| “It is impossible to make a perpetual motion machine, you’ll waste your time if you try. It is possible to write a book of poetry that will sell 10 million copies. It is unlikely, it probably won’t happen, but it is possible.Science and innovation and creativity engage with the possible. Possible means “might.” It takes persistence to stick it out when we’re not sure. Once certainty arrives, it becomes an engineering problem.After the first fusion reactor is shown to work at any scale, we’ll know it can be done. Now the hard work is simply making it work better. Most organizations do this sort of work. Chipping, filing, refining. Before you get to work, it’s worth deciding which hat you’re being asked to wear… pursuing the possible or optimizing the certain.” https://seths.blog/2025/08/possibility-vs-certainty/ |
|
||||
| I want to stay as close to the edge as I can without going over. Out on the edge you see all kinds of things you can't see from the center. Big, undreamed‑of things—the people on the edge see them first. Kurt Vonnegut |
|
||||
| Never quit, progress compounds slowly until it suddenly doesn't. Easy paths rarely lead to lasting advantage, so lean into hard problems that others avoid. |
|
||||
| Wonder is the feeling we have when our experience extends beyond our expectations. Seth Godin |
|
||||
| Where is your Self to be found? Always in the deepest enchantment that you have experienced. |
|
||||
| More trouble than it’s worth. This is the hallmark of projects that turn out to be worth doing. The trouble might be a symptom that we’re onto something that others don’t care enough to do. And the things that are obviously worth doing are probably already being done. Seth Godin |
|
||||
| Life can't be just about solving one miserable problem after another, that can't be the only thing, they need to be things that inspire you and that make you glad to wake up in the morning and be part of humanity \- Elon Musk |
|
||||
| The modern world is optimized for convenience, not improvement. But the body and mind only grow when placed under a stimulus. If you want improvement, you have to choose something different than convenience. |
|
||||
| Tennis great Roger Federer spoke to Dartmouth graduates in 2024: “In tennis, perfection is impossible... In the 1,526 singles matches I played in my career, I won almost 80% of those matches... Now, I have a question for all of you... what percentage of the POINTS do you think I won in those matches? Only 54%. In other words, even top-ranked tennis players win barely more than half of the points they play. When you lose every second point, on average, you learn not to dwell on every shot. You teach yourself to think: OK, I double-faulted. It’s only a point… The best in the world are not the best because they win every point... It’s because they know they’ll lose... again and again… and have learned how to deal with it. You accept it. Cry it out if you need to... then force a smile. You move on. Be relentless. Adapt and grow. Work harder. Work smarter.” |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
| |
|
||||
These quotes are organized from my source quote list into themes that reflect recurring patterns in my thinking, work, values, and operating style.
|
||||
|
||||
## Action, Courage & Persistence
|
||||
|
||||
* If you can’t stop thinking about it don’t stop working for it
|
||||
* All the good stuff happens when we act even if we don’t know for sure
|
||||
* The diligent man makes good use of everything he finds
|
||||
* A few things you need to achieve exceptional results: Quantity: you take lots of shots; Quality: you take thoughtful shots; Consistency: you keep shooting for a long time; Feedback: you take better shots over time; Luck: you get a few favorable bounces.
|
||||
* An emotional example will convince more people than any set of statistics ever could
|
||||
* Awareness is often enough to motivate change
|
||||
* Be the best version of yourself
|
||||
* Change happens slowly. Then all at once
|
||||
* Consumption leads to thoughts leads to action – make better consumption choices
|
||||
* Courage is resistance to fear, mastery of fear – not absence of fear
|
||||
* Create your life rather than live it
|
||||
* Don’t fight who you are. You will loose
|
||||
* Don’t stay in a place where no one sees your value
|
||||
* Embrace the shit
|
||||
* If everyone is thinking alike, then someone isn’t thinking
|
||||
* If you have the choice, always choose to sprint and then rest
|
||||
* If you’re not failing you’re not pushing your limits and if you’re not pushing your limits you’re not maximizing your potential
|
||||
* If your choices don’t match other’s expectations, that is their concern, not yours
|
||||
* It’s not about what someone can do for you, it’s who and what the two of you become in each other’s presence
|
||||
* Look at every action, task, situation, opportunity, event, person you meet and figure out how to leverage that beyond what is is on the surface
|
||||
* When negotiating always leave money on the table…give more than you take
|
||||
* Life is 10 percent what happens to me and 90 percent how I react
|
||||
* If everyone is thinking alike, then somebody isn't thinking. General George S. Patton
|
||||
* If you're not making mistake, then you're not doing anything. Jack Wooden.
|
||||
* Our great mistake is to try to exact from each person virtues which he does not possess, and to neglect the cultivation of those which he has. Marguerite Yourcenar
|
||||
* The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack in will. Vince Lombardi
|
||||
* He pursues “situations that develop and force you to become so much of a greater person than yourself, than you thought you could ever be, and it really elevates you to achieving new things and becoming a better version of yourself.” Pat Milbery
|
||||
* Limit your time with people who see the downside of every situation
|
||||
* quote attributed to Lenin: There are decades when nothing happens, and there are weeks when decades happen
|
||||
* Figure out what you're good at without trying, then try.
|
||||
* "If you're trying to choose between two theories and one gives you an excuse for being lazy, the other one is probably right." Paul Graham
|
||||
* Tom Bilyeu (Impact Theory), who first heard this from his father, says it best: "Find something you would die for, and live for it."
|
||||
* Do the right thing. Even when no one is looking. It's called integrity.
|
||||
* Nearly everything awesome takes longer than you think. Get started and don't worry about the clock.
|
||||
* Your day is going well, then one thing after the other goes wrong, and you realize at that moment the Fuckening has begun.
|
||||
* I want to stay as close to the edge as I can without going over. Out on the edge you see all kinds of things you can't see from the center. Big, undreamed‑of things—the people on the edge see them first. Kurt Vonnegut
|
||||
|
||||
## Systems, Habits & Execution
|
||||
|
||||
* If you want better results, then forget about setting goals. Focus on your system instead
|
||||
* Before you try to increase your willpower, try to decrease the friction in your environment
|
||||
* Give me 6 hours to chop down a tree and I will take 4 to sharpen the ax
|
||||
* Habits are crucial – they cast repeated votes for being a certain type of person
|
||||
* To take advantage of your brain’s natural gardening system, simply think about the things that are important to you
|
||||
* Your energy should go into building better habits not chasing better results
|
||||
* Your habits are often a byproduct of convenience. Humans are wired to seek the path of least resistance, which means the most convenient option is often the one that wins. Make good choices more convenient and bad choices less so. Behavior will improve naturally. James Clear
|
||||
* Look at your habits: Are they the product of innumerable little cowardices and lazinesses...or of your courage and inventive reason? Friedrich Nietzsche
|
||||
* Your system(s) moves at the speed of its slowest part
|
||||
* The modern world is optimized for convenience, not improvement. But the body and mind only grow when placed under a stimulus. If you want improvement, you have to choose something different than convenience.
|
||||
|
||||
## Learning, Growth & Self-Improvement
|
||||
|
||||
* Definition of an expert. An expert is a person who has found out by painful experience all the mistakes that one can make in a very narrow field. Niels Bohr
|
||||
* Stability shuts down the brains learning centers. Do hard things 70 percent of the time
|
||||
* Philosopher Eric Hoffer on adaptability: "In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists."
|
||||
* It's so hard to forget pain, but it's even harder to remember sweetness. We have no scar to show for happiness. We learn so little from peace. Chuck Palahniuk
|
||||
* I am always doing what I can't do yet in order to learn how to do it. Vincent Van Gogh
|
||||
* If you do not actively choose a better way, then society, culture, and the general inertia of life will push you into a worse way. The default is distraction, not improvement. James Clear
|
||||
|
||||
## Problem Solving, Decisions & Risk
|
||||
|
||||
* Find a game where the probabilities favor you and keep taking shots
|
||||
* Do not tolerate problems
|
||||
* Half your problems are just your mind making minor things seem like major things
|
||||
* If a decision is reversible the biggest risk is moving too slow; if a decision is irreversible the biggest risk is moving too fast
|
||||
* If you’re stuck in a negotiation, figure out the 1 thing that is truly non-negotiable for you and then compromise on everything else
|
||||
* Research shows power dulls you to risk
|
||||
* The more precisely you define the problem the more easily you can find a solution
|
||||
* Your success depends on the risks you take. Your survival depends on the risks you avoid. Avoid the risks where your survival is at stake
|
||||
* Life can't be just about solving one miserable problem after another, that can't be the only thing, they need to be things that inspire you and that make you glad to wake up in the morning and be part of humanity - Elon Musk
|
||||
|
||||
## Entrepreneurship, Creation & Innovation
|
||||
|
||||
* Each problem is a puzzle that when solved gives a principle to avoid same problem in the future
|
||||
* Fighting against the existing reality: You never change things by fighting against the existing reality. To change something, build a new model that makes the old model obsolete.
|
||||
* Entrepreneur is a synonym for salesperson, and salesperson is the pedestrian term for storyteller We (entrepreneurs) are all impostors who must deploy a fiction (a story) that captures the imagination and attracts buyers (and/or capital) to pull the future forward and turn rhyme into reason. The only way to predict the future is to make it. Even if a startup make no sense. Scott Galloway.
|
||||
* Writing is the superpower of humankind. It is our truest form of magic. Writing allows you to conjure up something of value where nothing previously existed. It costs little for you to write down the lessons of your life and yet those few minutes spent writing can be life-altering for the right reader. As I once saw it put: "there is someone out there with a wound in the exact shape of your words. Furthermore, writing is the foundation of nearly every technology and innovation because we have to record what we know before we can build upon it. And these innovations are passed down from generation to generation, allowing our children to inherit a richer intellectual fortune than what we were born into. The world is richer because we write and nobody is made poorer in the process. James Clear
|
||||
* Invention is by its very nature disruptive. If you want to be understood at all times, then don’t do anything new. Jeff Bezos.
|
||||
* “It is impossible to make a perpetual motion machine, you’ll waste your time if you try. It is possible to write a book of poetry that will sell 10 million copies. It is unlikely, it probably won’t happen, but it is possible.Science and innovation and creativity engage with the possible. Possible means “might.” It takes persistence to stick it out when we’re not sure. Once certainty arrives, it becomes an engineering problem.After the first fusion reactor is shown to work at any scale, we’ll know it can be done. Now the hard work is simply making it work better. Most organizations do this sort of work. Chipping, filing, refining. Before you get to work, it’s worth deciding which hat you’re being asked to wear… pursuing the possible or optimizing the certain.” https://seths.blog/2025/08/possibility-vs-certainty/
|
||||
|
||||
## Identity, Meaning & Authenticity
|
||||
|
||||
* Define what’s meaningful: Something I can do or create that would bring me more meaning in life is . . . The activities that I currently do that bring me the most meaning are… The activities or projects that I should stop doing because they are not bringing me any sense of meaning, are . . . If I was going to add new activities that bring me more meaning, the first ones I would add would be . . .
|
||||
* Don’t ask what the world needs. Ask what makes you come alive, and go do it. Because what the world needs is people who have come alive.
|
||||
* Science Has Confirmed That If You’re Not Outside Your Comfort Zone, You’re not learning
|
||||
* The more an idea is tied to your identity, the more you will ignore evidence it is false
|
||||
* Don't compromise on living your truth - it is non-negotiable. Embrace yourself and who you really are
|
||||
* The more an idea is tied to your identity, the more you will ignore evidence it is false. To continue to grow and learn, you must be willing to update, expand, and edit your identity.
|
||||
* You will destroy your dreams if you stay in your comfort zone
|
||||
* Progress requires unlearning. Becoming the best version of yourself requires you to continuously edit your beliefs, and to upgrade and expand your identity.
|
||||
* To understand others, watch what they reward. To understand yourself, watch what you envy. James Clear
|
||||
* When we die, all the true, deep, incredibly meaningful and impactful experiences and knowledge die with us and cannot be preserved to benefit future generations — one of the greatest tragedies of our existence.
|
||||
* Where is your Self to be found? Always in the deepest enchantment that you have experienced.
|
||||
|
||||
## Relationships, Communication & Kindness
|
||||
|
||||
* People will forget what you said people will forget what you did but people will never forget how you made them feel
|
||||
* How to make meaningful connections in life and business: “Understanding a person’s hunger and responding to it is one of the most potent tools you’ll ever discover for getting through to anyone you meet in business or your personal life.”
|
||||
* What is more effective is not telling people what to do but stimulating their interest and curiosity with what you say
|
||||
* Who can I surprise today with a thank you a gift or a moment of appreciation
|
||||
* Winning an argument. What research on reframing shows is that the key to winning any argument is to understand your opponents’ perspective first, and then to link the beliefs supporting their perspective to your argument. The point is to influence them by finding enough common ground to win them to your side–not running to opposite corners and shouting across the divide.
|
||||
* Understanding a person's hunger and responding to it is one of the most potent tools you'll ever discover for getting through to anyone you meet in business or your personal life.
|
||||
* A simple rule that makes life easier: Always strive to give value before you ask for value. James Clear
|
||||
* Astonish a mean world with your acts of kindness. The effect you have on others’ lives is the highest expression of your own. Maya Angelou
|
||||
|
||||
## Attention, Freedom & Wealth
|
||||
|
||||
* How to define wealth: Real wealth is not having to do things certain things, like: not worrying about jerks claiming your attention, time and energy; not being locked into status games and living based on other’s expectations; not feeling like you have to say “yes”; Real wealth is about freedom. Money can help achieve these things, but there are plenty of people who make lots of money yet aren’t free.
|
||||
* Not being busy is a competitive advantage
|
||||
* More than anything else, controlling your attention is about being able to figure out what you should be working on and identifying what truly moves the needle.
|
||||
|
||||
## Resilience, Hard Things & Adversity
|
||||
|
||||
* It is a fundamental law of nature that you get stronger only by doing difficult things
|
||||
* 40 percent rule: When your mind tells you that you're exhausted, fried, totally tapped out... you're really only 40 percent done. You still have 60 percent left in your tank.
|
||||
* On persistence and luck
|
||||
* The secret to success is rejection or specifically the willingness to endure it
|
||||
* You never know what worse luck your bad luck saved you from
|
||||
* You drown not by falling in a river but by being submerged
|
||||
* To make something great, the right way is the hard way
|
||||
* You are tough when your mood is not dependent on your conditions
|
||||
* I believe that the fear of regret for me is greater than the fear of judgement, and that's why I do what I do - Gary Vaynerchuk
|
||||
* When everything seems to be going aghainst you, remember that the airplane takes off against the wind, not with it. Henry Ford
|
||||
* If you keep showing up, you'll almost certainly break through — but probably not in the way you expected or intended. You need enough persistence to keep working and enough flexibility to enjoy success when it comes in a different form than you imagined.
|
||||
* Whenever you feel like giving up, remember: your brain is naturally wired to conserve energy and keep you safe, sometimes making you want to take the easiest path. You have to resist this. Peter Diamandis
|
||||
|
||||
## Excellence, Craft & Flow
|
||||
|
||||
* There is probably no pleasure equal to the pleasure of climbing a dangerous Alp; but it is a pleasure which is confined strictly to people who can find pleasure in it. Mark Twain
|
||||
* Perfection. That's what it's about. It's those moments. When you can feel the perfection of creation. The beauty of physics, you know, the wonder of mathematics. The elation of action and reaction, and that is the kind of perfection that I want to be connected to. Samuel Anders.
|
||||
* Personally, I think mindset is an entrepreneur’s most critical asset. Yet few of us ever take the time to craft it -- to purposefully select and sharpen the mindset(s) we desire. Diamandis
|
||||
* Your best performances will come when you are working in a way that is a full expression of you. The work becomes a natural display of your personality. This is when you not only get better results, but also love the activity — because in doing the craft, you feel alive. James Clear
|
||||
* You get to pick a new career based on one factor: Your job is to do the activity that most frequently puts you into a flow state. Flow state = you feel fully immersed in your work, you're in "the zone," time flies by without you realizing it, etc. What do you choose? James Clear
|
||||
* Your first task is to find what feels effortless to you. Your second task is to put maximum effort into it. James Clear
|
||||
* A 1000-gram iron bar. Its raw value is about $100. If you choose to make horseshoes, its value will rise to $250. If instead you make sewing needles, the value will rise to about $70,000. If you make watch springs and gears, the value will rise to about $6 million. But if you make precision laser parts from it, like those used in lithography, it will be worth $15 million. Your value is not only in what you are made of – but most of all – in how you make the best of who you are.
|
||||
* Tennis great Roger Federer spoke to Dartmouth graduates in 2024: “In tennis, perfection is impossible... In the 1,526 singles matches I played in my career, I won almost 80% of those matches... Now, I have a question for all of you... what percentage of the POINTS do you think I won in those matches? Only 54%. In other words, even top-ranked tennis players win barely more than half of the points they play. When you lose every second point, on average, you learn not to dwell on every shot. You teach yourself to think: OK, I double-faulted. It’s only a point… The best in the world are not the best because they win every point... It’s because they know they’ll lose... again and again… and have learned how to deal with it. You accept it. Cry it out if you need to... then force a smile. You move on. Be relentless. Adapt and grow. Work harder. Work smarter.”
|
||||
|
||||
## Reflection Questions & Self-Awareness
|
||||
|
||||
* Are you solving problems at the branch level or the root level?
|
||||
* What if I could only subtract to solve problems?
|
||||
* What or who might trip me up or cause stress and how can I respond in a positive way from my highest self?
|
||||
* What would you have done differently today and why?
|
||||
* Will you regret doing or not doing this at end of life?
|
||||
* Which of your current habits is least aligned with the type of person you hope to become?
|
||||
* Which expense in your life delivers the least happiness per dollar and which delivers the most happiness per dollar?
|
||||
* Look around you right now. What small change could you make to your surroundings that would steer you toward good habits and away from distractions? James Clear
|
||||
* If I could only fix one thing in how I work or live, what change would make everything else easier?
|
||||
|
||||
## Markets, Consumers & Strategy
|
||||
|
||||
* Consumers don’t want more choices, they want more confidence in the choices presented
|
||||
* Brand marketing gives symbolic value to ordinary consumption
|
||||
|
||||
## Faith, Stewardship & Wisdom
|
||||
|
||||
* God has given [you] some special abilities; be sure to use them to help [others], passing on to [them] God’s many kinds of blessings
|
||||
* If you need wisdom, ask our generous God, and he will give it to you.
|
||||
* He did all this so you would never say to yourself, ‘I have achieved this wealth with my own strength and energy.’ [18] Remember the LORD your God. He is the one who gives you power to be successful.
|
||||
* Don't give up! The hardest battles are given to the strongest soldiers. Also: God doesn’t give the hardest battles to His toughest soldiers; He creates the toughest soldiers out of life’s hardest battles.
|
||||
* It’s tempting to seek out the easy gigs and the straightforward projects. But of course, if they’re the easy ones, there’s probably quite a few people eager to do them. So your ability to add unique value goes down. The alternative is to find and focus on the projects that take insight, guts and a tolerance for risk. The projects that involve significant human connection and effort. When new technology shows up, some people ask, “how can this make my job easier?” But what happens if we ask, “how can I use this to do something really hard?” seth Godin
|
||||
* Wonder is the feeling we have when our experience extends beyond our expectations. Seth Godin
|
||||
* More trouble than it’s worth. This is the hallmark of projects that turn out to be worth doing. The trouble might be a symptom that we’re onto something that others don’t care enough to do. And the things that are obviously worth doing are probably already being done. Seth Godin
|
||||
* Sometimes it pays to accept and celebrate what we get. And sometimes, we only get something because we settled for it. It helps to be able to discern the difference between the two. Seth Godin
|
||||
|
||||
# **PROFILE IMAGE**
|
||||
|
||||
|
|
|
|||
5
README.md
Normal file
5
README.md
Normal file
|
|
@ -0,0 +1,5 @@
|
|||
# Overview
|
||||
|
||||
The PID replaces my resume. For more information on PIDs, please go here: https://projects.eddiesoehnel.com/adminprojects/portable-identity-document-template-OPEN
|
||||
|
||||
I have created a Level 1 PID.
|
||||
1168
skills/PID-initial-creation-skill.md
Normal file
1168
skills/PID-initial-creation-skill.md
Normal file
File diff suppressed because it is too large
Load Diff
824
skills/PID-update-maintenance-skill.md
Normal file
824
skills/PID-update-maintenance-skill.md
Normal file
|
|
@ -0,0 +1,824 @@
|
|||
---
|
||||
name: pid-update-maintenance
|
||||
description: Maintain and update an existing Portable Identity Document (PID) by scanning user-approved local files, emails, transcripts, calendars, databases, exports, and other digital activity over a chosen timeframe. Use this skill when a user wants an AI agent to discover recent accomplishments, learnings, projects, relationships, needs, assets, proof of work, insights, and other signals; draft a reviewable PID update file; incorporate user edits; and append approved updates to the user's PID in Google Docs, Microsoft Word/OneDrive, Markdown, PDF/source file, repository, or another accessible format.
|
||||
---
|
||||
|
||||
# PID Update Maintenance Skill
|
||||
|
||||
## Purpose
|
||||
|
||||
Help a user keep an existing Portable Identity Document current with minimal manual effort.
|
||||
|
||||
People will not manually maintain rich PID profiles indefinitely. Each week they learn things, complete projects, build relationships, create content, solve problems, make decisions, discover tools, attend meetings, and develop new needs or offers that may be valuable signals to others. This skill delegates the ongoing observation, summarization, categorization, and update-drafting work to an AI agent while preserving human review and control.
|
||||
|
||||
The agent should look for meaningful change across user-approved sources, draft a local Markdown review file organized by the user's current PID structure, invite the user to edit that draft, learn from those edits when asked, and only then append approved updates to the PID.
|
||||
|
||||
## Contract
|
||||
|
||||
This skill guarantees:
|
||||
|
||||
- It will ask for the user's current PID location and format before attempting updates.
|
||||
- It will ask which data sources the user authorizes for review.
|
||||
- It will respect the requested timeframe, defaulting to the last 7 days when no timeframe is provided.
|
||||
- It will create a local Markdown draft before changing the PID.
|
||||
- It will organize findings according to the user's actual PID structure when readable, falling back to the standard PID template sections when needed.
|
||||
- It will distinguish sourced facts, reasonable inferences, and user-review questions.
|
||||
- It will surface small but meaningful signals, not only major achievements.
|
||||
- It will preserve privacy and avoid publishing sensitive data unless explicitly approved.
|
||||
- It will not update, overwrite, publish, email, or share the PID without user confirmation after review.
|
||||
- It will produce a run receipt documenting inputs, outputs, validations, and unresolved risks.
|
||||
- It will ratchet lessons from user edits into improved instructions when the user asks the agent to adjust the skill.
|
||||
|
||||
## Skill Shape
|
||||
|
||||
`system`
|
||||
|
||||
This skill coordinates intake, source review, signal extraction, categorization, user review, final PID update, validation, and skill-improvement feedback.
|
||||
|
||||
## Requires
|
||||
|
||||
This skill requires:
|
||||
|
||||
- A user-provided link or path to the current PID.
|
||||
- User authorization for each source category reviewed.
|
||||
- A date range or timeframe, or permission to use the default weekly window.
|
||||
- Ability to read at least one source of recent activity.
|
||||
- Ability to create a local Markdown draft for review.
|
||||
- Explicit user approval before modifying the PID.
|
||||
|
||||
If the PID is inaccessible, ask the user for an export, local copy, pasted text, or connector access. Do not infer the PID structure from memory alone.
|
||||
|
||||
## Ensures
|
||||
|
||||
Before finishing, this skill ensures:
|
||||
|
||||
- A review draft exists before any PID update.
|
||||
- The user has either approved the draft, or the PID remains unchanged.
|
||||
- Approved updates are placed into the correct PID sections.
|
||||
- Rejected, private, or low-confidence items are excluded or converted into questions.
|
||||
- The final response clearly states whether the PID was updated or is still awaiting review.
|
||||
- A durable run receipt is created for serious PID update workflows.
|
||||
- The final response summarizes the receipt but does not replace it.
|
||||
|
||||
## Capabilities
|
||||
|
||||
Required host capabilities:
|
||||
|
||||
- CLI tools: useful for local file discovery, date filtering, Git history, and source inventory.
|
||||
- MCP/connectors: optional but recommended for Gmail, Google Calendar, Google Drive, Google Docs, OneDrive, databases, and other external systems.
|
||||
- Browser access: optional; use only for user-approved web-accessible PIDs or publication checks.
|
||||
- Filesystem access: required for local source scanning and Markdown draft output unless the user works entirely through connectors.
|
||||
- Network access: optional; use only for user-approved cloud documents, repositories, or web sources.
|
||||
- Subagent support: optional for large source reviews or reviewer-panel passes.
|
||||
- Document/spreadsheet/PDF support: useful when the PID or sources are Word, Sheets, Excel, PDF, or exported reports.
|
||||
|
||||
If a required capability is unavailable, stop or narrow the workflow. Do not pretend to have reviewed inaccessible sources.
|
||||
|
||||
## State Scope
|
||||
|
||||
`project`
|
||||
|
||||
Persistent writes:
|
||||
|
||||
- local review draft
|
||||
- optional source map
|
||||
- optional open questions file
|
||||
- optional run receipt
|
||||
- approved PID update when the user confirms publication
|
||||
|
||||
Do not write long-term user memory or update the skill itself unless the user explicitly asks the agent to preserve a recurring preference or adjust the skill.
|
||||
|
||||
## Host Primitive Adapter
|
||||
|
||||
Map abstract workflow needs to available host actions:
|
||||
|
||||
- Ask user: collect PID location, timeframe, source permissions, privacy boundaries, and review approval.
|
||||
- Read files: inspect only approved local folders and source files.
|
||||
- Write files: create local Markdown drafts and receipts.
|
||||
- Run shell commands: list files, inspect modified dates, search text, read Git history, and validate outputs.
|
||||
- Use connector: read or update Gmail, Calendar, Drive, Docs, Sheets, or other approved systems.
|
||||
- Use browser: inspect only approved URLs or public PID publication targets.
|
||||
- Spawn subagent: optional; use for large source reviews or independent privacy/specificity review.
|
||||
- Create durable report: required; at minimum create or provide the review draft and run receipt.
|
||||
|
||||
If the host cannot provide the primitive needed for a requested source or output format, explain the limitation and offer a copy-ready fallback.
|
||||
|
||||
## Recommended Intake Checklist
|
||||
|
||||
At the beginning, ask the user to provide or confirm the following. Keep the intake concise if the user has already supplied some answers.
|
||||
|
||||
```md
|
||||
# PID Update Intake
|
||||
|
||||
## Current PID
|
||||
- PID location or link:
|
||||
- PID format: Google Doc / Word / OneDrive / Markdown / PDF / website / repo / other
|
||||
- Can the agent edit it directly, or should it prepare copy-ready Markdown only?
|
||||
|
||||
## Timeframe
|
||||
- Default: last 7 days
|
||||
- Requested range:
|
||||
|
||||
## Output Location
|
||||
- Folder for local review draft:
|
||||
- Preferred draft filename:
|
||||
|
||||
## Approved Data Sources
|
||||
- Local project folders:
|
||||
- Notes folders:
|
||||
- Documents folders:
|
||||
- Downloads or exports:
|
||||
- Git repositories, including histories:
|
||||
- Email accounts or labels:
|
||||
- Calendar events:
|
||||
- Meeting transcripts or recordings converted to text:
|
||||
- Chat logs or collaboration tools:
|
||||
- CRM, database, CSV, JSON, or spreadsheet exports:
|
||||
- Browser bookmarks or reading lists
|
||||
- Browser history:
|
||||
- Social posts, newsletters, or publishing platforms:
|
||||
- Portfolio, website, or content folders:
|
||||
- Photos, screenshots, design files, or media metadata:
|
||||
- Learning logs, courses, books, papers, saved articles:
|
||||
- Financial, sales, support, product, or analytics exports:
|
||||
- Other source categories:
|
||||
|
||||
## Privacy Boundaries
|
||||
- Never include:
|
||||
- Summarize but do not name:
|
||||
- Ask before including:
|
||||
- Safe to include:
|
||||
|
||||
## Update Goals
|
||||
- What do you want your PID to become easier to find for?
|
||||
- What kinds of people, opportunities, or matches matter right now?
|
||||
- What current needs or offers should be especially visible?
|
||||
- What should AI systems not misunderstand about you?
|
||||
```
|
||||
|
||||
## Outputs
|
||||
|
||||
Primary output:
|
||||
|
||||
- `PID-update-review-draft-[YYYY-MM-DD].md`
|
||||
|
||||
The draft must be local, reviewable, and organized by PID section.
|
||||
|
||||
Secondary outputs when useful:
|
||||
|
||||
- `PID-update-source-map-[YYYY-MM-DD].md` mapping each proposed update to source paths, emails, meetings, or other evidence.
|
||||
- `PID-update-open-questions-[YYYY-MM-DD].md` for uncertain findings that need user answers.
|
||||
- `PID-update-run-receipt-[YYYY-MM-DD].md` durable audit record of inputs, assumptions, source boundaries, outputs, validations, changes, privacy decisions, and unresolved risks.
|
||||
|
||||
|
||||
Final output after approval:
|
||||
|
||||
- An updated PID, or copy-ready approved update text when direct editing is unavailable.
|
||||
|
||||
## Draft Header Requirement
|
||||
|
||||
Every review draft must begin with this instruction block:
|
||||
|
||||
```md
|
||||
# PID Update Review Draft
|
||||
|
||||
Agent response to human when PID update review draft is complete: This is a draft for your review before anything is added to your Portable Identity Document (PID).
|
||||
|
||||
Please edit freely:
|
||||
- delete anything that should not be included
|
||||
- correct anything inaccurate
|
||||
- add missing context, links, examples, names, or proof
|
||||
- mark private items that should be removed or generalized
|
||||
- strengthen anything that feels too vague or too narrow
|
||||
|
||||
After you edit this draft, ask the agent to continue from your revised file and update your PID.
|
||||
|
||||
If your edits reveal a recurring preference, missing category, privacy rule, source type, or better way to describe your work, ask the agent to adjust the PID update maintenance skill so future runs improve.
|
||||
```
|
||||
|
||||
## PID Section Mapping
|
||||
|
||||
First read the user's current PID and infer its headings. Preserve the user's structure when appending updates.
|
||||
|
||||
If the PID cannot be read or has no clear structure, use the standard PID sections:
|
||||
|
||||
- Open To
|
||||
- What I Have
|
||||
- What I Need
|
||||
- Current Focus
|
||||
- Interests, Passions, Talents
|
||||
- History
|
||||
- Credibility
|
||||
- Identity Layer
|
||||
- Proof Of Work
|
||||
- Additional Signals
|
||||
- Match Context
|
||||
- Update Log
|
||||
|
||||
This list is based on the pid-template.md file. That file may evolve to a different structure. Make sure the user has given the AI access to the latest version of this file.
|
||||
|
||||
## Source Categories To Review
|
||||
|
||||
When authorized, inspect sources for signals in these categories:
|
||||
|
||||
- Local files: documents, notes, working drafts, folders created or modified, exports, PDFs, spreadsheets, presentations.
|
||||
- Project work: repos, commits, issue notes, task files, plans, specs, prototypes, designs, scripts, data pipelines.
|
||||
- Email: sent mail, received threads, introductions, decisions, requests, collaborations, follow-ups, newsletters, opportunities.
|
||||
- Calendar: meetings, events, travel, conferences, workshops, recurring commitments, relationship-building activity.
|
||||
- Meeting records: transcripts, summaries, action items, decisions, objections, insights, stakeholder names.
|
||||
- Chats and collaboration tools: Slack, Teams, Discord, SMS exports, comments, shared docs, decision trails.
|
||||
- Databases and structured exports: CSV, JSON, SQL exports, CRM, support tickets, sales, analytics, product usage, research datasets, MCP connectors.
|
||||
- Content and publishing: articles, social posts, newsletters, videos, podcasts, talks, comments, drafts, outlines.
|
||||
- Learning and research: courses, books, papers, saved articles, annotations, experiments, reading notes, aha moments.
|
||||
- Creative and design work: images, decks, sketches, mockups, media files, design artifacts.
|
||||
- Relationships and network: new collaborators, advisors, customers, vendors, communities, referrals, introductions made or received.
|
||||
- Proof and credibility: certifications, testimonials, awards, media mentions, event participation, shipped artifacts, measurable outcomes.
|
||||
- Needs and constraints: blockers, missing resources, requested help, tools needed, funding needs, hiring needs, feedback needs.
|
||||
- Assets and offers: reusable systems, templates, data, content, capabilities, tools, access, audiences, products, services.
|
||||
- Identity signals: values clarified, principles tested, preferred work patterns, strengths, weaknesses, energy patterns.
|
||||
- Match context: ideal collaborators, non-ideal matches, emerging opportunities, who needs what the user has, what the user needs from others.
|
||||
|
||||
## Signal Extraction Heuristics
|
||||
|
||||
Be thorough. Small discoveries matter.
|
||||
|
||||
Look for:
|
||||
|
||||
- created, edited, shipped, published, launched, fixed, automated, cleaned, migrated, organized, analyzed
|
||||
- learned, realized, discovered, reframed, decided, validated, invalidated, changed mind
|
||||
- met, introduced, advised, helped, asked, offered, followed up, partnered
|
||||
- researched, compared, evaluated, recommended, rejected, adopted, stopped using
|
||||
- wrote, recorded, presented, designed, prototyped, tested, documented
|
||||
- solved, debugged, unblocked, improved, simplified, clarified
|
||||
- evidence of recurring interests, emerging vocabulary, named systems, new frameworks, and repeated themes
|
||||
- needs implied by blockers, unanswered questions, stalled work, repeated friction, missing expertise, missing access
|
||||
- offers implied by artifacts, repeated help given, reusable methods, strong opinions, unique data, relationships, domain experience
|
||||
|
||||
Prefer concrete, grounded language over generic praise.
|
||||
|
||||
## Workflow
|
||||
|
||||
### Phase 1: Intake And Permission
|
||||
|
||||
1. Ask for the current PID path/link and format.
|
||||
2. Ask for the timeframe. Use the last 7 days if the user says weekly or gives no range.
|
||||
3. Ask which source categories are approved and where to find them.
|
||||
4. Ask for privacy boundaries.
|
||||
5. Ask where to save the local review draft.
|
||||
|
||||
Stop if the user has not authorized any source review.
|
||||
|
||||
### Phase 2: Read The Current PID
|
||||
|
||||
1. Read the PID from the provided location or connector.
|
||||
2. Identify headings, section order, tone, and current emphasis.
|
||||
3. Identify stale sections, thin sections, repeated vocabulary, open needs, existing offers, and match context.
|
||||
4. Note the PID's publication target and any format constraints.
|
||||
|
||||
Completion criteria:
|
||||
|
||||
- PID structure is known, or fallback structure is selected.
|
||||
- PID privacy posture is understood.
|
||||
|
||||
### Phase 3: Source Inventory
|
||||
|
||||
1. List each approved source.
|
||||
2. Record access method, date range, and scan limits.
|
||||
3. Prefer metadata and targeted searches before reading large corpora.
|
||||
4. Do not read sources outside the user's approved categories.
|
||||
5. Track unreadable or skipped sources in the run receipt.
|
||||
|
||||
Completion criteria:
|
||||
|
||||
- Reviewed sources are explicit.
|
||||
- Skipped sources are explicit.
|
||||
|
||||
### Phase 4: Extract Candidate Signals
|
||||
|
||||
Create raw notes with source references for:
|
||||
|
||||
- accomplishments
|
||||
- projects advanced or completed
|
||||
- problems solved
|
||||
- decisions made
|
||||
- ideas, insights, and aha moments
|
||||
- learnings and recommendations
|
||||
- relationships and introductions
|
||||
- content created or published
|
||||
- tools, systems, templates, datasets, or assets created
|
||||
- proof of work and credibility signals
|
||||
- emerging needs, blockers, constraints, and asks
|
||||
- changed priorities or current focus
|
||||
- match opportunities: who may need what the user has, and who may have what the user needs
|
||||
|
||||
Mark each candidate as:
|
||||
|
||||
- `Fact` when directly supported by a source.
|
||||
- `Inference` when reasoned from evidence.
|
||||
- `Question` when user confirmation is needed.
|
||||
|
||||
### Phase 5: Categorize By PID Structure
|
||||
|
||||
Map candidate signals to the user's PID sections.
|
||||
|
||||
Rules:
|
||||
|
||||
- Put time-bound activity in Update Log.
|
||||
- Put reusable capabilities, systems, assets, data, tools, products, and relationships in What I Have.
|
||||
- Put blockers, asks, desired collaborators, resources, capital, access, feedback, or support in What I Need.
|
||||
- Put active projects, experiments, research, and initiatives in Current Focus.
|
||||
- Put durable interests, curiosities, domains, and recurring questions in Interests, Passions, Talents.
|
||||
- Put shipped artifacts, case studies, builds, results, and evidence in Proof Of Work.
|
||||
- Put endorsements, certifications, events, media, publications, and platform presence in Credibility.
|
||||
- Put values, principles, strengths, weaknesses, work style, and energy patterns in Identity Layer.
|
||||
- Put ideal collaborators, ideal problems, non-ideal matches, and matching guidance in Match Context.
|
||||
- Put observations, frameworks, recommendations, predictions, writing samples, questions, and applied knowledge in Additional Signals.
|
||||
|
||||
Allow the same discovery to appear in more than one section only when each placement adds distinct value.
|
||||
|
||||
### Phase 6: Draft The Review File
|
||||
|
||||
Write `PID-update-review-draft-[YYYY-MM-DD].md`.
|
||||
|
||||
For each section, include:
|
||||
|
||||
- proposed additions
|
||||
- source/evidence note
|
||||
- confidence level
|
||||
- privacy note if relevant
|
||||
- user-review questions
|
||||
|
||||
Suggested item format:
|
||||
|
||||
```md
|
||||
## [PID Section]
|
||||
|
||||
### Proposed Addition
|
||||
- [Fact / Inference / Question] Proposed PID text.
|
||||
- Evidence: [source path, email/thread, meeting title/date, export row, or note]
|
||||
- Confidence: High / Medium / Low
|
||||
- Privacy: Safe / Review / Generalize / Exclude unless approved
|
||||
```
|
||||
|
||||
End the draft with:
|
||||
|
||||
- `Possible Things Others May Need From You`
|
||||
- `Possible People Or Opportunities You May Need`
|
||||
- `Open Questions For You`
|
||||
- `Suggested Skill Improvements Based On This Run`
|
||||
|
||||
### Phase 7: User Review Gate
|
||||
|
||||
Stop after creating the draft.
|
||||
|
||||
Ask the user to review and edit the Markdown file. Do not update the PID yet.
|
||||
|
||||
Continue only when the user explicitly says the draft is ready, approved, or provides the revised file.
|
||||
|
||||
### Phase 8: Incorporate User Edits
|
||||
|
||||
1. Read the edited review draft.
|
||||
2. Treat user edits as authoritative.
|
||||
3. Remove rejected items.
|
||||
4. Generalize private items.
|
||||
5. Strengthen items the user expanded.
|
||||
6. Identify any preference that should improve future skill runs.
|
||||
|
||||
If the user's edits imply a recurring rule, ask whether to update the skill or add that rule to a local preference note.
|
||||
|
||||
### Phase 9: Update The PID
|
||||
|
||||
Update method depends on format:
|
||||
|
||||
- Google Doc: use the Google Drive/Docs connector when available, or prepare copy-ready Markdown.
|
||||
- Microsoft Word/OneDrive: edit a local `.docx` or prepare copy-ready content for OneDrive when direct connector access is unavailable.
|
||||
- Markdown: append or merge directly into the appropriate sections.
|
||||
- PDF: update the source document first when possible; avoid editing the PDF as the canonical source unless the user confirms it is the source of truth.
|
||||
- Website/repo: update the source Markdown/data files, not only the generated site.
|
||||
- Unknown or locked format: provide copy-ready approved update text.
|
||||
|
||||
Append to existing sections rather than rewriting the entire PID unless the user requests restructuring.
|
||||
|
||||
### Phase 10: Validate And Receipt
|
||||
|
||||
Before finishing:
|
||||
|
||||
1. Re-read the changed PID when possible.
|
||||
2. Confirm approved updates appear in the intended sections.
|
||||
3. Confirm rejected/private items were not included.
|
||||
4. Confirm the Update Log includes the timeframe and date.
|
||||
5. Confirm no unsupported inference was promoted to fact.
|
||||
6. Write or update the run receipt.
|
||||
|
||||
## Validation
|
||||
|
||||
Structural validation:
|
||||
|
||||
- [ ] Current PID was read or fallback limitation was disclosed.
|
||||
- [ ] Review draft was created before PID update.
|
||||
- [ ] Draft used the user's PID structure or standard fallback.
|
||||
- [ ] Every proposed update has section placement.
|
||||
- [ ] Final PID update only happened after user approval.
|
||||
|
||||
Evidence validation:
|
||||
|
||||
- [ ] Every fact has source evidence.
|
||||
- [ ] Every inference is labeled.
|
||||
- [ ] Every low-confidence item is either excluded or turned into a question.
|
||||
- [ ] Source limits and skipped sources are recorded.
|
||||
|
||||
Privacy validation:
|
||||
|
||||
- [ ] Privacy boundaries were collected.
|
||||
- [ ] Sensitive identifiers were excluded or generalized.
|
||||
- [ ] Private client, employer, family, health, legal, financial, or confidential project details were not published without approval.
|
||||
- [ ] Draft includes privacy notes where needed.
|
||||
|
||||
Quality validation:
|
||||
|
||||
- [ ] Small learnings, improvements, and aha moments were considered.
|
||||
- [ ] Needs and offers were both reviewed.
|
||||
- [ ] Possible match implications were surfaced.
|
||||
- [ ] Generic language was replaced with concrete signals where possible.
|
||||
- [ ] User edits were incorporated faithfully.
|
||||
|
||||
Receipt validation:
|
||||
|
||||
- [ ] Receipt names the skill and source/version context.
|
||||
- [ ] Receipt lists the timeframe reviewed.
|
||||
- [ ] Receipt lists all inputs and source categories used.
|
||||
- [ ] Receipt lists assumptions made.
|
||||
- [ ] Receipt lists capabilities used.
|
||||
- [ ] Receipt lists outputs created.
|
||||
- [ ] Receipt lists validations run.
|
||||
- [ ] Receipt records skipped, unavailable, or unauthorized sources.
|
||||
- [ ] Receipt records whether the PID was changed or left unchanged.
|
||||
- [ ] Receipt records privacy decisions.
|
||||
- [ ] Receipt records unsupported inferences removed, downgraded, or turned into questions.
|
||||
- [ ] Receipt records unresolved risks and next steps.
|
||||
|
||||
## Validation Tiers
|
||||
|
||||
Use validation tiers so the agent does not confuse a quick structural check with full quality review.
|
||||
|
||||
### Tier 1: Fast Deterministic Checks
|
||||
|
||||
Run every time:
|
||||
|
||||
- intake captured PID location, timeframe, approved sources, and privacy boundaries
|
||||
- review draft exists before any PID update
|
||||
- every proposed update has a PID section placement
|
||||
- every fact has evidence
|
||||
- every inference is labeled
|
||||
- rejected/private items are excluded from final PID updates
|
||||
- the run receipt exists for serious workflows
|
||||
|
||||
### Tier 2: Realistic Workflow Review
|
||||
|
||||
Run for important PID updates, large source sets, or direct publication:
|
||||
|
||||
- compare proposed additions against evidence
|
||||
- verify source boundaries were respected
|
||||
- verify the user review gate was honored
|
||||
- re-read the updated PID when possible
|
||||
- confirm approved updates appear in intended sections
|
||||
- confirm the run receipt can be used by a future agent to resume or audit the work
|
||||
|
||||
### Tier 3: LLM-As-Judge Or Reviewer Panel
|
||||
|
||||
Use when quality is subjective:
|
||||
|
||||
- usefulness of extracted signals
|
||||
- specificity of additions
|
||||
- privacy judgment
|
||||
- match-context reasoning
|
||||
- whether inferred needs/offers are plausible and clearly labeled
|
||||
- whether small learnings and accomplishments were surfaced without noise
|
||||
|
||||
## Test Surface
|
||||
|
||||
This skill can be tested through:
|
||||
|
||||
- Static checks: required sections exist in the draft; draft header exists; run receipt exists.
|
||||
- Invariant checks: no PID update before review approval; every proposed fact has evidence; every inference is labeled.
|
||||
- Fixture tests: weekly local folder scan; email-only scan; meeting-transcript scan; sparse-source scan; large-folder scan; private-client scan; edited-draft continuation.
|
||||
- Behavioral tests: agent asks for PID location, source authorization, timeframe, privacy boundaries, and review approval.
|
||||
- LLM-as-judge evals: whether extracted updates are useful, specific, grounded, privacy-aware, and mapped to PID sections.
|
||||
|
||||
## Coverage And Edge-Case Audit
|
||||
|
||||
Before finishing a serious PID update run, map the workflow coverage:
|
||||
|
||||
- approved source categories reviewed
|
||||
- approved source categories skipped or unavailable
|
||||
- source categories intentionally not authorized
|
||||
- date/timeframe coverage
|
||||
- PID sections with proposed updates
|
||||
- PID sections with no useful changes
|
||||
- privacy-sensitive items reviewed
|
||||
- unsupported or low-confidence inferences
|
||||
- user edits incorporated
|
||||
- direct PID update status
|
||||
- future-maintenance gaps
|
||||
|
||||
Mark each uncovered gap as:
|
||||
|
||||
- `[MANUAL]` user should review or answer
|
||||
- `[EVAL]` quality judgment needed
|
||||
- `[PRIVACY]` approval or generalization needed
|
||||
- `[SOURCE]` missing, unreadable, or unauthorized source material
|
||||
- `[CONNECTOR]` connector or edit capability unavailable
|
||||
- `[FUTURE]` good candidate for skill improvement or later PID maturity work
|
||||
|
||||
For every meaningful gap, either:
|
||||
|
||||
1. add it to the review draft
|
||||
2. add it to the open questions file
|
||||
3. record it in the run receipt
|
||||
4. ask the user before proceeding if the gap blocks a faithful update
|
||||
|
||||
## Edge Cases
|
||||
|
||||
Actively handle:
|
||||
|
||||
- user has no current PID or provides an inaccessible PID
|
||||
- PID is a PDF with no editable source
|
||||
- user approves many folders but no date range
|
||||
- file modified time is misleading because old files were copied
|
||||
- many files changed but few contain meaningful identity signals
|
||||
- email threads contain sensitive personal or business information
|
||||
- meeting transcripts include other people's private statements
|
||||
- source materials contradict the existing PID
|
||||
- user edits the draft heavily
|
||||
- user wants direct publishing but connector access is unavailable
|
||||
- user's PID structure differs from the standard template
|
||||
- the same update belongs to multiple sections
|
||||
- findings are valuable but too speculative
|
||||
- the agent discovers needs the user did not explicitly state
|
||||
- the agent discovers offers the user is undervaluing
|
||||
|
||||
## Regression Rule
|
||||
|
||||
If this skill discovers that something previously worked and now breaks, create a regression artifact immediately.
|
||||
|
||||
Do not merely fix the current output.
|
||||
|
||||
Acceptable regression artifacts:
|
||||
|
||||
- updated skill instruction
|
||||
- validation checklist item
|
||||
- fixture scenario
|
||||
- example prompt
|
||||
- anti-pattern
|
||||
- privacy rule
|
||||
- source category intake rule
|
||||
- section-mapping rule
|
||||
- output schema requirement
|
||||
- STOP gate
|
||||
|
||||
Examples:
|
||||
|
||||
- If the agent updates a PID before user review, add a stronger STOP gate and behavioral test.
|
||||
- If the agent scans unauthorized sources, add a source-boundary validation item.
|
||||
- If private information slips into an approved update, add a privacy edge case and checklist rule.
|
||||
- If the agent misses small learnings and only captures major achievements, strengthen signal extraction heuristics.
|
||||
- If the final response omits the durable receipt, add receipt validation and final-report guidance.
|
||||
|
||||
## Ratchet Rules
|
||||
|
||||
When user edits, validation failures, or review discussions reveal a recurring issue, convert it into a durable improvement.
|
||||
|
||||
Possible ratchet artifacts:
|
||||
|
||||
- update this skill's instructions
|
||||
- add a privacy rule
|
||||
- add a new source category to the intake checklist
|
||||
- add a recurring user preference
|
||||
- add an anti-pattern
|
||||
- add a validation checklist item
|
||||
- add a fixture scenario
|
||||
- add a stronger section-mapping rule
|
||||
- add a local source inventory template
|
||||
|
||||
Examples:
|
||||
|
||||
- If the user repeatedly deletes a type of personal information, add it to privacy boundaries for future runs.
|
||||
- If the agent misses a recurring source such as meeting transcripts, add that source category.
|
||||
- If the user rewrites vague accomplishments into measurable proof, add a specificity rule.
|
||||
- If the agent overemphasizes major projects and misses small learnings, strengthen the small-signal extraction heuristic.
|
||||
- If the agent puts needs in Update Log only, add a rule to also consider What I Need and Match Context.
|
||||
|
||||
Do not merely correct the current PID update. Make future runs better.
|
||||
|
||||
## Anti-Patterns
|
||||
|
||||
Do not:
|
||||
|
||||
- update the PID before the user reviews the Markdown draft
|
||||
- scan sources the user did not authorize
|
||||
- treat all recent files as meaningful
|
||||
- dump raw private notes into the PID
|
||||
- publish sensitive details because they were found in a source
|
||||
- invent accomplishments, relationships, needs, or proof
|
||||
- hide uncertainty
|
||||
- collapse the update into a resume-style summary
|
||||
- ignore small learnings, aha moments, process improvements, or recommendations
|
||||
- only capture what the user explicitly says they need; infer possible needs and ask for confirmation
|
||||
- only capture what the user explicitly says they offer; infer possible offers and ask for confirmation
|
||||
- overwrite the whole PID when an append would preserve user control
|
||||
- treat PDF editing as canonical when a source document exists
|
||||
- treat user edits as optional suggestions
|
||||
|
||||
## Skill Freshness And Inventory
|
||||
|
||||
When this skill is updated, verify:
|
||||
|
||||
- frontmatter contains only `name` and `description`
|
||||
- PID section lists still match `PID-template.md`
|
||||
- output filenames still match the README and user prompts
|
||||
- validation sections still require structural, evidence, privacy, quality, and receipt checks
|
||||
- receipt requirements still match the current ratchet-based skill framework
|
||||
- source categories still reflect the current maintenance workflow
|
||||
- review-first gate is still explicit
|
||||
- no private/local-only maintainer paths are required for normal user operation
|
||||
- suggested prompts still mention the current skill and expected review-first behavior
|
||||
|
||||
If `PID-template.md` changes, update the section mapping and validation in this skill.
|
||||
|
||||
## Run Receipt
|
||||
|
||||
For serious use, leave a durable, inspectable receipt. Treat the receipt as the replay/audit record for the skill run, not merely a human-readable final summary.
|
||||
|
||||
The receipt should let a future agent answer:
|
||||
|
||||
- what skill ran
|
||||
- under what version/context it ran
|
||||
- what timeframe was reviewed
|
||||
- what sources were authorized
|
||||
- what sources were used, skipped, unavailable, or intentionally excluded
|
||||
- assumptions made
|
||||
- capabilities used
|
||||
- tool calls or commands executed
|
||||
- external state changed
|
||||
- outputs produced
|
||||
- validations run
|
||||
- failures found
|
||||
- fixes applied
|
||||
- user review status
|
||||
- PID update status
|
||||
- ratchet artifacts added or suggested
|
||||
- unresolved risks
|
||||
- follow-up recommendations
|
||||
- how the run could be resumed, audited, forked, or repeated
|
||||
|
||||
If the receipt is compacted into a final response, preserve the full receipt as a file, JSON artifact, test log, or run directory whenever the workflow is important. A final-response summary is a projection of the receipt; it is not the receipt itself.
|
||||
|
||||
Use this Markdown structure when writing `PID-update-run-receipt-[YYYY-MM-DD].md`:
|
||||
|
||||
Record all receipts into the folder: portable-identity-document-template-OPEN\skills-recepits
|
||||
|
||||
```md
|
||||
# PID Update Run Receipt
|
||||
|
||||
## Skill Run
|
||||
|
||||
- Skill name:
|
||||
- Skill source/path:
|
||||
- Skill version or file timestamp if known:
|
||||
- Run date:
|
||||
- Executor/host:
|
||||
- User request:
|
||||
|
||||
## Timeframe
|
||||
|
||||
## PID Source
|
||||
|
||||
## PID Format And Edit Method
|
||||
|
||||
## Inputs Used
|
||||
|
||||
- Current PID:
|
||||
- Review draft:
|
||||
- Revised review draft:
|
||||
- User-provided instructions:
|
||||
- Privacy boundaries:
|
||||
- Update goals:
|
||||
|
||||
## Assumptions Made
|
||||
|
||||
## Capabilities Used
|
||||
|
||||
- Filesystem:
|
||||
- Connectors:
|
||||
- Browser/network:
|
||||
- Subagents:
|
||||
- Document/PDF/spreadsheet tools:
|
||||
|
||||
## Tool Calls Or Commands Executed
|
||||
|
||||
## External State Changed
|
||||
|
||||
- Files created:
|
||||
- Files modified:
|
||||
- Cloud documents modified:
|
||||
- PID changed:
|
||||
- Nothing changed without explicit user approval:
|
||||
|
||||
## Approved Sources Reviewed
|
||||
|
||||
## Sources Skipped Or Unavailable
|
||||
|
||||
## Sources Not Authorized Or Intentionally Excluded
|
||||
|
||||
## Draft Created
|
||||
|
||||
## User Review Status
|
||||
|
||||
## PID Update Status
|
||||
|
||||
## Outputs Produced
|
||||
|
||||
- Review draft:
|
||||
- Source map:
|
||||
- Open questions:
|
||||
- Updated PID or copy-ready update:
|
||||
- Run receipt:
|
||||
|
||||
## Validation Results
|
||||
|
||||
## Privacy Decisions
|
||||
|
||||
## Notable Inferences
|
||||
|
||||
## Unsupported Or Low-Confidence Items Removed, Downgraded, Or Turned Into Questions
|
||||
|
||||
## Failures Or Gaps Found
|
||||
|
||||
## Fixes Applied
|
||||
|
||||
## Open Questions
|
||||
|
||||
## Ratchet Lessons
|
||||
|
||||
## Ratchet Artifacts Added Or Suggested
|
||||
|
||||
## Unresolved Risks
|
||||
|
||||
## Resume / Audit Notes
|
||||
|
||||
- How a future agent can continue:
|
||||
- What should be reviewed first:
|
||||
|
||||
## Recommended Next Steps
|
||||
```
|
||||
|
||||
## Receipt Vs Final Report
|
||||
|
||||
The final report is for the user.
|
||||
|
||||
The run receipt is for future agents, auditors, and maintainers.
|
||||
|
||||
Do not rely on the final response as the only record when files were created, source materials were interpreted, validations were run, validations were skipped, privacy decisions were made, failures were discovered, the PID was modified, or ratchet artifacts were added or suggested.
|
||||
|
||||
## Final Report
|
||||
|
||||
When finished, report concisely:
|
||||
|
||||
- where the review draft was created
|
||||
- what sources and timeframe were reviewed
|
||||
- whether the PID was updated or is awaiting review
|
||||
- what validations passed
|
||||
- what risks or open questions remain
|
||||
- where the run receipt was written, or why it was not written
|
||||
- any suggested skill improvements learned from the run
|
||||
- what ratchet artifact was added or suggested if the run exposed a recurring issue
|
||||
|
||||
## Suggested User Prompt
|
||||
|
||||
```text
|
||||
|
||||
Use the PID Update Maintenance Skill to update my Portable Identity Document.
|
||||
|
||||
My PID is here: [path or link]
|
||||
Review this timeframe: [last 7 days / dates]
|
||||
Save the review draft here: [folder]
|
||||
|
||||
Approved sources:
|
||||
- [folders]
|
||||
- [email labels or accounts]
|
||||
- [calendar range]
|
||||
- [meeting transcript folders]
|
||||
- [CSV/JSON/database exports]
|
||||
- [other sources]
|
||||
|
||||
Privacy boundaries:
|
||||
- never include [items]
|
||||
- generalize [items]
|
||||
- ask before including [items]
|
||||
|
||||
First create a local Markdown review draft organized by my PID sections. Do not update the PID until I review and approve the draft.
|
||||
```
|
||||
|
||||
## One-Sentence Version
|
||||
|
||||
Scan user-approved recent activity, extract grounded identity signals, draft them into the user's PID structure for human review, then append approved updates so the PID stays fresh, specific, and useful for AI-native matching.
|
||||
Loading…
Reference in New Issue
Block a user