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Board deck builder

Skill prvthmpcypher/skills-business/skills/board-deck-builder

29 Claude skills for business workflows. Project management, OKRs, SOPs, meeting summaries, proposals, and negotiation.

Install
npx -y skills add prvthmpcypher/skills-business --skill board-deck-builder

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What its author says it does

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Structures and drafts board meeting decks/updates — standard section flow, metrics presentation, and how to frame asks/decisions needed from the board. Use this whenever the user is preparing a board meeting deck or update, asks how to structure a board presentation, needs help framing a difficult update (missed targets, a pivot, a fundraise ask) for a board audience, or wants feedback on an existing board deck draft. Distinct from investor-pitch-deck-writer, which is for raising a new round rather than updating an existing board.

SKILL.md

3.6 KB, as published. Nobody here has run it

Board Deck Builder

A board deck serves a different purpose than a pitch deck — the board already knows and is invested in the company; the job here is efficient, honest information transfer and clear decision requests, not persuasion from a standing start.

Standard structure (adapt, don't force every section every time)

  1. TL;DR / Summary — the 3-5 things the board needs to walk away knowing, up front. Board members are busy; don't make them extract the summary themselves from 20 slides.
  2. Key metrics — the handful of numbers that actually indicate business health for this specific company/stage, shown with trend (not just a snapshot), and compared against the plan/target the board previously agreed to.
  3. Progress against prior quarter's stated goals — explicitly close the loop on what was committed last time, including honest reporting on what wasn't hit and why.
  4. Challenges/risks — surfaced proactively, not buried or omitted. A board that's surprised by a problem it wasn't warned about loses trust faster than a board told about a problem directly, even a serious one.
  5. The ask — if there's a specific decision or resource the board needs to provide (budget approval, a hire sign-off, guidance on a strategic question, a fundraise decision), state it explicitly and early enough that the discussion has time to actually happen, not squeezed in at the end.
  6. Appendix — supporting detail for anything the board might want to dig into, kept out of the main flow so the core narrative stays tight.

Principles

  • Lead with the number that matters most for this company's stage (e.g. burn/runway for an early company, growth rate for a scaling one, margin for a maturing one) — don't present a uniform metrics dashboard regardless of what's actually decision-relevant right now.
  • Bad news belongs on slide 2, not slide 15. Boards can help most when they see problems early; framing that buries or softens a miss until deep in the deck reads as evasive even if unintentional.
  • Every metric needs a comparison point — a number without a trend line or target comparison doesn't tell the board whether it's good or bad.
  • Keep the deck itself lean; put depth in the appendix or verbal discussion — a board deck that tries to be comprehensive on every slide loses the signal in noise.

What NOT to do

  • Don't spin a miss as a win through selective framing — boards see through this quickly, and it costs more trust long-term than direct reporting of a genuine shortfall.
  • Don't bury the ask — if there's a decision needed, it should be unmistakable, not something the board has to infer from context.

Output format

## Board deck outline: <quarter/meeting>

**Summary (top of deck):** [3-5 key takeaways]

**Section-by-section outline:**
1. Summary
2. Key metrics — [which metrics, with trend/target comparison]
3. Progress vs. prior goals
4. Challenges/risks
5. The ask — [specific decision needed, if any]
6. Appendix — [what goes here]

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