Read the underwriting result by line of business, attritional-vs-cat and net-of-reinsurance, so the mix story is visible. Reach for this on a portfolio review.
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mcorbett51090/RavenClaude - Page 18
SkillsMP has collected 924 skills from mcorbett51090/RavenClaude. Open a skill to review its source and details.
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Read indemnity leakage, LAE, and cycle time as managed metrics, not minimized payout, to find the controllable gap. Reach for this on a claims-cost question.
Decompose a loss-ratio move into frequency and severity, since they have opposite responses, before prescribing. Reach for this when the loss ratio moves.
Build a realization-led practice scorecard with utilization, collected revenue, and A/R, each defined and baselined. Reach for this to instrument the practice.
Read realization and the billed-vs-collected gap, locating write-downs, write-offs, and A/R, so the practice's real economics are visible. Reach for this on any 'busy but broke' question.
Run intake as risk management — conflict check and fit/viability screen before the engagement — to prevent the matters that destroy realization. Reach for this at every new matter.
Scope a matter and choose the fee structure deliberately, since an open-ended hourly with no budget breeds write-offs. Reach for this before engaging.
Draft and review documents from clause libraries with issue flags, as attorney-reviewed work product, never legal advice. Reach for this on a drafting or review task.
Build a net-collection-led RCM scorecard with first-pass, denial-by-category, and days-in-A/R, each defined and baselined. Reach for this to instrument the cycle.
Categorize denials by root cause and owner and push fixes upstream to registration and authorization, instead of only appealing. Reach for this when the denial rate is high.
Trace coding denials to documentation, code selection, or modifier use as decision-support, never to up-coding. Reach for this when coding denials rise.
Read net collection rate, first-pass resolution, and days-in-A/R together, against benchmark, so a cash problem is diagnosed correctly. Reach for this on any collections question.
Prioritize an A/R work-down by aging bucket, payer, and recoverable dollars, with timely-filing risk first. Reach for this when A/R piles up.
Read donor retention by cohort and fix the leaky bucket before pouring in acquisition, since retention is ~7x cheaper than acquisition. Reach for this on any growth question.
Score a grant opportunity on funder fit before writing, so effort goes where alignment is. Reach for this before any proposal.
Compute cost-to-raise-a-dollar per channel, never blended, so the subsidizing channel is visible. Reach for this on a portfolio/efficiency question.
Move a donor through identification, qualification, cultivation, solicitation, and stewardship rather than jumping to the ask. Reach for this on a major-gift prospect.
Segment donors by value, recency, and engagement (RFM-style) to direct cultivation hours where they pay. Reach for this when cultivation is spread thin.
Build the fertility program from current soil/tissue data and removal rates, not last year's program, so neither over- nor under-application costs margin. Reach for this on a fertility question.
Build cost and margin per acre by field so the money-losing acres are visible. Reach for this on any margin question.
Read yield and soil by management zone and apply variable-rate inputs where they pay, instead of a field average. Reach for this on a yield or input question.
Set input rates at the economic optimum where marginal return equals marginal cost, not at agronomic maximum, so the last unit pays. Reach for this on any input decision.
Time planting, application, and harvest to the agronomic and weather window, since timing drives yield and quality more than rate. Reach for this on an operations-timing question.
Build and classify the spend cube by category, supplier, and business unit, surfacing tail spend, so strategy rests on visibility. Reach for this when spend is opaque.
Assess supplier and concentration risk across the base and mitigate single-source exposure, instead of a one-time checkbox. Reach for this on a continuity question.
Place a category on the supply-risk × spend matrix and match the sourcing play before sourcing, so you don't auction a strategic single-source. Reach for this before any sourcing event.
Run a sourcing decision on TCO — freight, quality, switching, inventory, lifecycle — not unit price, so a price 'savings' doesn't raise total cost. Reach for this on any sourcing event.
Measure realized savings against a finance-recognized baseline and locate leakage, so negotiated savings aren't mistaken for P&L impact. Reach for this on any savings claim.
Model levelized cost of energy and project IRR together, on net cost after the live incentives, since they answer different questions. Reach for this on any project-economics question.
Read the interconnection queue, study sequence, and likely upgrade allocation as the project's schedule and cost risk. Reach for this before committing a schedule.
Read availability, degradation, and O&M cost over the 25-year asset life so the IRR rests on real operations. Reach for this on an operating-asset question.
Structure the project around the incentive pathway that's actually available post-2025, with a date, instead of an expired one. Reach for this on any financing-structure question.
Value a battery on its dispatch use-case — arbitrage, demand-charge reduction, capacity — not a flat $/kWh. Reach for this on a storage add.
Decompose actual vs theoretical food cost into waste, portioning, price, and theft, so the fix targets the real driver. Reach for this when food cost moves.
Place every item on the contribution-margin × popularity matrix and move the mix, instead of cutting prices, to raise margin. Reach for this when margins are thin.
Rank comparable units against each other, normalized for format and daypart, to find where the margin actually is. Reach for this on a portfolio review.
Lead any four-wall read with prime cost (food + labor) before decomposing either half, so the master number frames the diagnosis. Reach for this on any margin problem.
Build a labor plan to forecast demand by daypart that holds the service line, so a labor cut doesn't cost more than it saves. Reach for this on a labor problem.
Read census as a flow of move-ins, move-outs, and length of stay, not a point number, so the right lever is pulled. Reach for this on any occupancy question.
Build acuity-based pricing that captures the care cost by level, instead of a flat rate, to protect margin. Reach for this on a pricing question.