feat(marketing-plan): add budget, growth-patterns, and team-and-agency-model reference docs

Three new substantive frameworks integrated from Founding Marketing
(Corey Haines book) into the marketing-plan skill. Bumps
marketing-plan from 1.0.0 to 1.1.0.

New reference files:

- references/budget-planning.md (168 lines) — two scientific methods
  for setting the marketing budget: Method 1 Revenue-Based (5-40% of
  ARR with conservative/standard/aggressive postures) and Method 2
  Goal-Based (formula: [(New ARR / (ARPC * 12)) * CAC] / annual
  retention rate). Includes the 3-3-2-2-2 VC growth path (3x in years
  1-2, 2x in years 3-7 from $1M ARR), the 10-20% experimental buffer
  rule, blended CAC calculation (must include salaries, content,
  tools, retainers - not just paid spend), and the forecasting reality
  check (no startup under $100M ARR reliably hits monthly forecasts).

- references/growth-patterns.md (148 lines) — the real shape of SaaS
  growth. Phase identification ($0-10K, $10K-100K, $100K-1M, $1M+)
  with binding constraints per phase. Linear vs step-function vs
  layered S-curve growth patterns. Channel x Product x Market S-curve
  layering principle (start the next curve before the current one
  plateaus). Includes the "long slow SaaS ramp of death" framing and
  the case against the exponential-growth myth.

- references/team-and-agency-model.md (278 lines) — strategy
  in-house, execution outsourced principle. Three core marketing
  functions (Growth = demand engine, Product = story engine, Content
  = trust engine). pi-shaped marketer framework (vs T-shaped) with
  high-leverage skill-set combinations. Title progression (Manager
  -> Lead -> Director -> VP -> Chief) — don't inflate the first hire.
  Agency selection framework (Individual contractors / Small niche /
  Small generalist). Three-stage scaling model (Early / Growth /
  Scale) with internal-vs-external ratio guidance.

Enhanced existing files to wire in the new frameworks:

- SKILL.md (244 -> 270 lines) — new sections "Setting the budget
  scientifically," "Growth patterns," "Team and agency model" with
  pointers to the new reference docs. Expanded "What every plan must
  customize" from 7 items to 9 (added unit economics + phase of
  growth). Description still 949 chars (under 1024).

- references/funding-stage-unlocks.md — Related docs pointer block.

- references/measurement-framework.md — Related docs pointer block,
  new "Anchoring against the VC growth path" section, new
  "Forecasting reality check" section.

- references/methodology.md — Intake 5 (Team) now probes for
  pi-shaped vs T-shaped vs tactical-only marketing owner. Intake 6
  (Budget) now probes for blended CAC, ARPC, retention rate.

- references/plan-template.md — Section 3 adds Phase of SaaS Growth.
  Section 8 adds required unit economics table. Section 10 adds
  budget-method framing block at top + per-quarter S-curve position
  field. Section 11 adds RACI table mapping the three core functions
  to internal-owner and external-executor.

Total new content: ~600 lines across three new reference docs plus
~120 lines of integration edits. SKILL.md remains well under the
500-line convention (270).

Validates: 43/43 skills pass validate-skills.sh.

Co-Authored-By: Claude Opus 4.7 <noreply@anthropic.com>

skills/marketing-plan/SKILL.md

@@ -127,19 +127,48 @@ Standard tiers in `references/funding-stage-unlocks.md`:
 
 Use these as anchors. Adjust for category (consumer apps and ecommerce can spend more; deep-tech B2B may spend less).
 
+## Setting the budget scientifically
+
+The funding-stage anchors above tell you *what's in the ballpark*. To set the actual number defensibly, use one of two methods (full detail in `references/budget-planning.md`):
+
+1. **Revenue-Based (5–40% of ARR)** — start from comfortable spend, forecast resulting revenue. Best when historical CAC data exists.
+2. **Goal-Based** — reverse-engineer the budget from the revenue target. Formula: `[(New ARR / (ARPC × 12)) × CAC] / annual retention rate`. Best for fundraising or when the goal is fixed.
+
+Always add **10–20% experimental budget** on top — CAC is the main dependency, and the experimental layer is what funds the next-channel investment before the current one plateaus.
+
+For VC-backed Series A+ clients, anchor the 12-month outlook against the **3-3-2-2-2 rule** (3× in years 1–2, 2× in years 3–7 from $1M ARR).
+
+## Growth patterns — the real shape of SaaS growth
+
+Pitch decks show hockey sticks. Real growth is a series of S-curves with plateaus between them. Full framework in `references/growth-patterns.md`. Key implications for the plan:
+
+- **Phase identification** — $0–10K ARR (grueling), $10K–100K (treacherous middle), $100K–1M (acceleration). Section 3 names the current phase; Section 10 sequences the next.
+- **Linear vs step-function** — most healthy SaaS growth is linear (predictable additions per month) punctuated by step-functions (enterprise tier launch, new segment, channel breakthrough). The plan should describe both honestly — not promise exponential.
+- **S-curve layering** — Channel × Product × Market. Start the next S-curve while the current one is still growing. Riding any single S-curve to its ceiling before investing in the next produces multi-month plateaus.
+
+## Team and agency model
+
+Strategy lives in-house. Execution can — and often should — be outsourced. Full framework in `references/team-and-agency-model.md`. Three implications for every plan:
+
+1. **First hire is a strategist, not a tactician.** Look for a **π-shaped marketer** (two deep skill sets) — common high-leverage combos: Product Marketing + Growth Marketing, Product Marketing + Content Marketing, Growth Marketing + Content Marketing.
+2. **Title conservatively.** First marketing hire is almost always Manager or Lead, not VP or CMO. Inflated titles paint the org into a corner when you scale.
+3. **Use contractors and small niche agencies for execution.** Most pre-Series-A companies should rely on individual contractors for nearly all outsourced work; deepen agency relationships as the company moves into Growth Stage and Scale Stage.
+
 ## What every plan must customize
 
 A generic plan is a failed plan. Every plan must explicitly customize for:
 
-1. **Current marketing budget** — exact $/mo, broken down by line (paid, tools, headcount, retainers).
-2. **Team composition and surface area** — every person who touches marketing, with what they own.
-3. **What the client is currently doing** — by channel, with status (working / not / TBD).
-4. **What they've already done that should be acknowledged** — past launches, PR moments, content, partnerships. Don't write a plan that ignores work they're proud of.
-5. **Future funding milestones** — when the next round closes, what budget tier that unlocks.
-6. **The 50+ marketing skills mapped to specific moves** — every move in the AARRR sections names the skill that executes it.
-7. **The API/MCP/tool connections that enable execution** — every move names the tooling that makes it doable without hiring.
+1. **Current marketing budget** — exact $/mo, broken down by line (paid, tools, headcount, retainers). Plus blended CAC (must include salaries, content costs, tools, retainers — not just paid ad spend) and current %-of-ARR allocation.
+2. **Unit economics** — ARPC, annual retention rate, LTV. These feed the budget math in Section 8 and Section 10.
+3. **Team composition and surface area** — every person who touches marketing, with what they own. Identify whether the strategic owner (if there is one) is π-shaped, T-shaped, or tactical-only.
+4. **What the client is currently doing** — by channel, with status (working / not / TBD).
+5. **What they've already done that should be acknowledged** — past launches, PR moments, content, partnerships. Don't write a plan that ignores work they're proud of.
+6. **Phase of SaaS growth** — $0–10K ARR / $10K–100K / $100K–1M / $1M+. Each phase has its own binding constraint.
+7. **Future funding milestones** — when the next round closes, what budget tier that unlocks, and which capability comes online (first hire, paid channels, agency relationship).
+8. **The marketing skills mapped to specific moves** — every move in the AARRR sections names the skill that executes it.
+9. **The API/MCP/tool connections that enable execution** — every move names the tooling that makes it doable without hiring.
 
-If you can't confirm any of these in INIT, list them in Section 13's "Open decisions" — never gloss over them.
+If you can't confirm any of these in INIT, list them in Section 13's "Open decisions" — never gloss over them. **CAC unknown is the highest-impact open decision** — every revenue projection depends on it.
 
 ## Common client-type variations