docs: add author attribution to GTM skills

skills/gtm-0-to-1-launch/SKILL.md

@@ -316,3 +316,7 @@ Customer problem first → Narrow pilot → Reference customers together → Lev
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 *Based on launching features that optimized for press and got 12 signups from 50K impressions, diagnosing launch stalls across three companies using the three-layer model, and building the 2-week experiment cycle that turned ad hoc testing into a repeatable machine. Also draws on partner-led market entry across multiple geographies and segments. Not theory — lessons from mistaking vanity metrics for growth and learning to diagnose the actual problem.*
+
+---
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+*Author: [Smit Patel](https://linkedin.com/in/smitkpatel) · Full 11-skill GTM pack: [beingsmit/technical-product-gtm](https://github.com/beingsmit/technical-product-gtm)*

skills/gtm-ai-gtm/SKILL.md

@@ -564,3 +564,7 @@ Do they have incident response processes for tool failures?
 ---
 
 *Based on enterprise AI agent GTM across developer tools and infrastructure. Patterns drawn from working enterprise deal cycles selling autonomous AI products — some carried directly, others supported alongside sales leadership — including the positioning trap diagnosis that shifted from feature competition to structural differentiation, the ceiling-moment qualification that improved outbound conversion significantly, and frameworks tested across security, operations, and engineering buyer personas. Not theory — lessons from deals where "autonomous" killed conversations and "teammate" converted.*
+
+---
+
+*Author: [Smit Patel](https://linkedin.com/in/smitkpatel) · Full 11-skill GTM pack: [beingsmit/technical-product-gtm](https://github.com/beingsmit/technical-product-gtm)*

skills/gtm-board-and-investor-communication/SKILL.md

@@ -451,3 +451,7 @@ Exec (weekly) → Leadership (bi-weekly) → All-hands (monthly) → Team (ongoi
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 *Based on preparing and supporting board communications across multiple companies from Series A through post-IPO — building the deck and sitting in the room at some, reporting updates to the board at others. Includes the investor update cadence that maintained trust through missed quarters, the "Three Things" narrative model used across multiple companies, and the metric discipline framework that survived years of hypergrowth. Not theory — patterns from being close enough to the board to see what lands and what doesn't.*
+
+---
+
+*Author: [Smit Patel](https://linkedin.com/in/smitkpatel) · Full 11-skill GTM pack: [beingsmit/technical-product-gtm](https://github.com/beingsmit/technical-product-gtm)*

skills/gtm-developer-ecosystem/SKILL.md

@@ -305,3 +305,7 @@ Is this a common question?
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 *Based on building developer ecosystems at multiple platform companies, including the open vs curated marketplace decision, student program development (3-year arc building talent pipeline), and partner ecosystem growth. Not theory — patterns from building developer ecosystems that actually drove platform adoption and multi-year brand loyalty.*
+
+---
+
+*Author: [Smit Patel](https://linkedin.com/in/smitkpatel) · Full 11-skill GTM pack: [beingsmit/technical-product-gtm](https://github.com/beingsmit/technical-product-gtm)*

skills/gtm-enterprise-account-planning/SKILL.md

@@ -424,3 +424,7 @@ Have you met the Economic Buyer?
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 *Based on enterprise sales at a platform company during hypergrowth, with patterns from closing strategic accounts, navigating complex procurement processes, and learning the hard way that stale MAPs = dead deals. Not theory — lessons from watching deals die because we didn't track health metrics and closing deals because we validated EB alignment early.*
+
+---
+
+*Author: [Smit Patel](https://linkedin.com/in/smitkpatel) · Full 11-skill GTM pack: [beingsmit/technical-product-gtm](https://github.com/beingsmit/technical-product-gtm)*

skills/gtm-enterprise-onboarding/SKILL.md

@@ -452,3 +452,7 @@ Are active users growing Week 6 → Week 12?
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 *Based on enterprise onboarding across multiple platform companies — designing partner onboarding directly and collaborating closely with CS on customer onboarding. Not theory — lessons from seeing Week 4 ghosting happen repeatedly and learning that go-live ≠ success, and understanding the adoption cliff that kills 30% of deals in first year.*
+
+---
+
+*Author: [Smit Patel](https://linkedin.com/in/smitkpatel) · Full 11-skill GTM pack: [beingsmit/technical-product-gtm](https://github.com/beingsmit/technical-product-gtm)*

skills/gtm-operating-cadence/SKILL.md

@@ -415,3 +415,7 @@ Daily: Slack wins/customer-voice → Weekly: CEO email + function updates → Mo
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 *Based on operating cadence design across companies scaling from 20 to 1,000+ employees, including the five-level meeting architecture that survived 3x headcount growth, the weekly reporting format that caught pipeline problems 3 weeks earlier than monthly reviews, and the CEO weekly update format refined across multiple companies. Not theory — patterns from building operating systems through hypergrowth and teaching them to the next team.*
+
+---
+
+*Author: [Smit Patel](https://linkedin.com/in/smitkpatel) · Full 11-skill GTM pack: [beingsmit/technical-product-gtm](https://github.com/beingsmit/technical-product-gtm)*

skills/gtm-partnership-architecture/SKILL.md

@@ -465,3 +465,7 @@ Did Crawl phase meet success criteria?
 ---
 
 *Based on partnerships work across multiple platform companies during hypergrowth, including running a developer marketplace ecosystem (open vs curated decision) and leveraging cloud provider certification requirements for channel growth. Not theory — patterns from partnerships that actually drove revenue and platform adoption.*
+
+---
+
+*Author: [Smit Patel](https://linkedin.com/in/smitkpatel) · Full 11-skill GTM pack: [beingsmit/technical-product-gtm](https://github.com/beingsmit/technical-product-gtm)*

skills/gtm-positioning-strategy/SKILL.md

@@ -433,3 +433,7 @@ Did new positioning outperform incumbent by 20%+?
 ---
 
 *Based on positioning work at AI agent and developer platforms, including navigating the framing spectrum from "autonomous" to "AI companion" and how category framing changes enterprise buyer perception. Also includes Crawl-Walk-Run rollout methodology from repositioning products without breaking existing customer recognition. Not theory — patterns from testing positioning before committing to rebrands.*
+
+---
+
+*Author: [Smit Patel](https://linkedin.com/in/smitkpatel) · Full 11-skill GTM pack: [beingsmit/technical-product-gtm](https://github.com/beingsmit/technical-product-gtm)*

skills/gtm-product-led-growth/SKILL.md

@@ -334,3 +334,7 @@ Document every successful experiment as a playbook.
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 *Based on experience across multiple platform companies — leading a growth team building PLG and sales-led motions from scratch, and operating inside successful PLG + sales-led machines at hypergrowth companies. The combination taught both sides: what it takes to establish these motions early (when resources are thin and every bet matters) and what the mature version looks like at scale (growth equations, channel economics systems, freemium pricing gates, and systematic A/B testing that documents every win and loss into executable playbooks). Not theory — lessons from building the machine and operating inside ones that worked.*
+
+---
+
+*Author: [Smit Patel](https://linkedin.com/in/smitkpatel) · Full 11-skill GTM pack: [beingsmit/technical-product-gtm](https://github.com/beingsmit/technical-product-gtm)*

skills/gtm-technical-product-pricing/SKILL.md

@@ -348,3 +348,7 @@ Is value ratio > 5x for most customers?
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 *Based on pricing work at developer platforms and enterprise software companies, including enterprise price increases with zero customer loss, freemium threshold design that separated hobbyists from production users, partner pricing models, and pricing conversations across hundreds of enterprise deal cycles. Not theory — patterns from pricing decisions that directly impacted revenue.*
+
+---
+
+*Author: [Smit Patel](https://linkedin.com/in/smitkpatel) · Full 11-skill GTM pack: [beingsmit/technical-product-gtm](https://github.com/beingsmit/technical-product-gtm)*