Explain this codebase like I start on Monday
Produces the orientation doc a new engineer actually needs: the three things that will confuse them, the load-bearing files, and the conventions nobody wrote down.
From landing in an unfamiliar codebase to getting a change reviewed — the four prompts an engineer reaches for in a normal week.
A sequenced stack — each prompt is meant to feed the next.
How to use it
Nothing here replaces reading the code. What they do is get you to the point of reading it with the right questions in mind.
The orientation prompt is for week one in a new repo, and again about two weeks in when you know enough to notice what it got wrong. The review prompt is a first pass before you send anything to a human — catch the boring things, save your colleague's attention for the design question. And when the change requires understanding something you keep bouncing off, the one-hour teaching prompt is faster than another skim of the docs.
The stack
Work top to bottom. Copy a prompt, run it, then carry what you learned into the next.
01 → 04
Produces the orientation doc a new engineer actually needs: the three things that will confuse them, the load-bearing files, and the conventions nobody wrote down.
Reviews a diff at three altitudes — design, correctness, style — and explains the reasoning behind each note so the author learns something instead of just applying a patch.
Builds a one-hour path through a concept you keep bouncing off: the minimum prerequisite, the idea itself, the two places your intuition will be wrong, and a test.
Forces the ambiguity out of a business question before any SQL gets written, then produces a query with its assumptions stated on the record.
Keep going
Six prompts covering what a marketing team actually ships in a week — positioning, the landing page, the deck, the leave-behind one-pager, outreach, and social that isn't about nothing.
The four prompts for the part of job hunting that is actually work: making a résumé match one posting, writing a letter that couldn't be sent to anyone else, and walking in prepared.
For the management work nobody trains you for — giving feedback that lands, cutting scope when the date won't move, and writing the update people actually read.