PM work that actually faster.

Four squads. Three sprint reviews next week. Jira is a graveyard of half-updated tickets. It's Thursday, 3pm, and the VP of Product just Slacked: "Can you send me the status doc by EOD?"

You know the difference between where the tickets say you stand — and where you actually stand. Your VP is about to see one of those realities.

You run /pm-sprint-brief.

The orchestrator reads your product context, knows the sprint cadence, knows the teams. Two agents run in parallel: one parses the Jira export from this morning, one reads the last three Slack standups from each squad's channel. A third cross-references both and surfaces what nobody escalated — two hidden blockers, one feature quietly descoped Tuesday, one team that's actually ahead.

You send the doc at 3:47pm. Your VP replies at 4:02: "This is the clearest status I've gotten in months."

You notice it yourself. 11pm, Tuesday. D7 retention bleeding 11%, three weeks straight. No alert. Nobody flagged it.

Growth meeting: 9am Wednesday. You built this product from zero to two million users. You need to walk in with a real answer — not "we're still looking into it." You need to be the PM who saw it before anyone else asked.

But you have 340 unread support tickets tagged "onboarding," a Mixpanel export from last week, and 90 minutes before you have to sleep.

You run /pm-discover.

Three agents run in parallel — one through the support tickets, one through the funnel data, one cross-referencing both. Seven minutes in: 67% of friction mentions cluster around one onboarding step — the one you redesigned last month. The retention bend starts the exact day of the release. Mobile only. Desktop is flat.

You walk in at 9am with a deck built in 20 minutes: "We know exactly what broke. Here's how we test the fix. We'll have data by Friday." Your CPO says: "This is what I wanted to see."

Three customer calls last week. Three completely different things they said they needed. Engineering is waiting for a PRD. Design has already started on their own interpretation. The deadline hasn't moved.

You run /pm-prd.

The orchestrator reads the call transcripts. One agent extracts the actual jobs-to-be-done beneath each feature request. A second maps those against current capabilities and roadmap priorities. A synthesis agent drafts the PRD: problem statement, user segments, MVP scope, non-goals, success metrics, and the three open questions engineering needs before sizing.

Engineering calls it the clearest brief they've received all quarter. Design realizes they'd been building the wrong version.

The feature ships two weeks later. No scope creep. No re-briefs.

Four engineering teams. One shared API contract that doesn't exist yet. Q3 planning starts Monday. Every team has built their own assumptions — and none of them match.

You know "we'll align on Monday" isn't a plan. It's three teams about to discover they've been building toward incompatible assumptions.

You run /pm-define on Friday afternoon.

One agent maps the integration surface. A second finds the conflict zones: three different auth assumptions, two mismatched schemas, one team depending on an endpoint that doesn't exist. A synthesis agent drafts the API contract with ownership boundaries, a dependency map, and the four decisions that have to be made before anyone writes a line of code.

Monday's planning takes 40 minutes instead of three hours. One engineer says it's the first time they've started a quarter without immediately hitting a wall.

Six product teams depend on your platform. Six roadmap inputs last week. All urgent. All pulling in different directions. Quarterly planning in four days.

You know the "whose priority wins" conversation can sink a quarter before it starts.

You run /pm-roadmap with all six team inputs.

One agent clusters requests by shared infrastructure needs — four of the six teams are asking for the same underlying capability, just describing it differently. A second finds the sequencing: two foundational investments that unlock three downstream requests simultaneously. A synthesis agent drafts the roadmap with a dependency map and a "what this enables" layer for each initiative.

All six teams have a roadmap they can build against. None feel ignored. The conversation never happens.