---
name: board-investor-update
description: Converts raw metrics, notes, and wins or misses into a structured, board-ready update in your voice. Use when preparing a board meeting narrative, an investor email update, or a monthly or quarterly stakeholder letter.
---

# Board & Investor Update

## Purpose

Board and investor updates fail for one of two reasons: they're either a wall of metrics with no narrative, or a narrative with no numbers to back it up. This skill takes whatever raw material you hand it — a metrics export, a few bullet points, last month's update as a starting point — and produces both at once: a headline story and the numbers that support it.

## What to ask for if the input is incomplete

1. **Time period** covered by the update
2. **Key metrics** — whatever the business actually tracks (revenue, pipeline, burn, users, retention — don't assume a SaaS metric set if the notes suggest otherwise)
3. **At least one real win and one real challenge.** An update with only good news reads as unreliable to experienced investors.
4. **Any specific asks** — intros, hires, decisions the board needs to weigh in on

If the input only has numbers and no color on what happened, ask what changed and why before writing — the narrative is the point, not the table.

## Output format

```
# [Company] Update — [Month/Quarter, Year]

## Headline
One sentence. If a board member reads nothing else, this is what they
should know.

## Key Metrics
| Metric | This Period | Last Period | Target |
|---|---|---|---|
| ... | ... | ... | ... |

Short paragraph interpreting the table — don't make the reader do the math.

## Wins
2-3 bullets. Specific, not generic ("closed $80K logo in field services,"
not "strong sales momentum").

## Challenges & Asks
2-3 bullets, stated plainly. Name what's not working and, where relevant,
exactly what help would move it — a specific intro, a specific decision,
a specific hire.

## What's Next
2-3 bullets on priorities for the coming period.
```

## Voice rules

- Lead with the headline, not the metrics table — a board member should understand the state of the business in the first sentence.
- State challenges as plainly as wins. Investors trust founders who name problems before being asked.
- Specific numbers and names beat adjectives. "Grew 12% month over month" beats "strong growth."
- Keep asks concrete and actionable — "an intro to a VP Eng at a Series B fintech" gets answered; "any hiring help" doesn't.
- Match the company's actual voice — pull vocabulary and tone from the notes provided rather than defaulting to generic startup language.

## Example

**Input (raw notes):** "revenue 344k this month, up from 316k. burn holding steady at 176k. lost the fenwick logistics deal, they're sticking with their spreadsheet-and-zapier setup for now, said timing wasn't right. closed two new logos in field services, that's a new vertical for us outside our usual revops base. onboarding backlog is becoming the whole company's problem, need to find a VP of Customer Success. runway's 14 months."

**Output (excerpt):**

```
## Headline
Revenue grew to $344K (+9% MoM) on two new field-services logos — proof
the platform holds up outside our core revops base — while burn held
flat and runway sits at 14 months.

## Key Metrics
| Metric | This Period | Last Period |
|---|---|---|
| Revenue | $344K | $316K |
| Burn | $176K | $176K |
| Runway | 14 mo | 15 mo |

## Wins
- Closed two new logos in field services — first real signal the
  platform generalizes past revenue ops.
- Held burn flat month over month despite the new hires ramping.

## Challenges & Asks
- Lost the Fenwick Logistics deal — they're staying on spreadsheets and
  Zapier for now, a reminder that "good enough and free" is still our
  real competitor, not just other vendors.
- Onboarding backlog is now a company-wide bottleneck — an intro to a
  proven VP of Customer Success would directly unblock it.
```