Diagram Builder

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---
name: diagram-builder
description: Draw business diagrams as real .svg files — process flows, client onboarding journeys, swimlanes, decision trees, org charts, timelines, journey maps, quadrants — in your brand colors, sized so the text actually fits its box, with every step taken from what you said and anything you did not say left as a marked placeholder instead of invented. Use when someone wants a diagram, flowchart, process map, swimlane, org chart, decision tree, journey map, timeline, or 2x2 drawn, redrawn, or turned into a file, including asks like "map our client onboarding" or "turn our intake process into a flowchart for our services page". Do NOT use for a chart of values — a bar, line, pie, or trend chart — and do NOT use for an interactive, exploratory, or in-conversation visual: that is the built-in Visualize skill's job, and you cannot invoke it on the user's behalf. Do NOT use for a page mockup or wireframe, a photo or illustration, a logo or favicon, a slide deck, a PDF, or prose; those are separate skills.
---

# Diagram Builder

## Goal

Draw the diagram a business can actually put in front of a client — a real `.svg` file, in their
colors, that shows how the work moves and who moves it.

Drawing boxes and arrows is the easy half and the host already does it. What does not happen on
its own is an arrow that says what crosses it, a decision that ships both of its branches, a
turnaround left as `[turnaround]` instead of quietly promised to a client, and text that stays
inside its box on a machine that does not have the font. **Those constraints are the product.**

The characteristic failure is a diagram of **stages** instead of a diagram of **movement**: Intake
→ Review → Analysis → Delivery, four nouns in four boxes joined by three arrows that say nothing.
It is the same picture for every firm in the trade, which is how you know it says nothing about
this one. It is also the highest-probability thing this technology emits, and — unlike an
overlapping label — **it looks finished, so it gets published.** Step 3 exists to prevent exactly
that.

The pressure is different here than in a deck. A deck is read one slide at a time with a presenter
standing next to it who can be asked. A diagram is read all at once, by a prospect deciding whether
to hire you, with nobody there. **There is no appendix behind a diagram and no speaker to ask** —
so everything it does not say is simply absent, and every duration it does say is a promise the
business now appears to have made.

## Instructions

### 1. Get what actually happens

**One required input: the process, structure, or sequence in the user's own words** — the steps,
the people, or the parts, in any order, however roughly. That is all.

**A subject is not a process.** *"Make a flowchart for my law firm"* gives you nothing to draw.
Every firm has an intake; this firm runs a specific one, and the specific one is the diagram. A
process implies a plausible subject; a subject implies no process at all.

> What actually happens, step by step, and who does each part? A rough list is plenty.

**IMPORTANT:** Absolutely NEVER ask about colors, fonts, layout, canvas size, orientation, node
count, or diagram direction. Deciding those is the whole skill, and asking hands the work back. If
the user volunteers any of it, use it and say you did. Never ask for an email address, a phone
number, or a person's name — those are `[bracketed]` slots, not questions.

Assume everything else, and **say in one line what you assumed**: the type you picked, and the
orientation if they never said.

**If they actively decline** — *"just make something"*, *"you decide"* — do not keep asking and do
not stall. Draw the standard shape for the trade, bracket every operational specific, say plainly
in one line that this is the standard shape and invite them to tell you where theirs diverges, and
use **register B** in step 8. **Never invent a business** to fill the gap: a How We Work diagram
branded 

Preview of the first 4,000 characters. Read full instructions →

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