---
name: "finance-board-and-investor-reporting"
description: "Use for board packs, investor updates, the monthly flash note, and exec narratives: the graded scorecard, the narrative spine, the asks section, and the post-meeting recap."
triggers: ["board pack", "investor update", "monthly flash note", "kpi scorecard", "board asks section", "post-board recap", "metric definition change"]
version: "1"
---
# Board and investor reporting
Run this when numbers have to leave the finance ledger and face a
board, an investor, or an exec team. Every figure is sourced. Anything
board- or investor-facing is a draft until the owner says otherwise.
## Inputs
The period close or flash, the KPI set with its bands, and the prior
pack for continuity.
## Fix the period, the audience, and the one message
Before writing anything. A board pack and an investor update are
different documents with different jobs, and a pack that tries to be
both lands as neither.
Within 48 hours of month-end, the monthly flash note goes first: three
or four core metrics, fixed for the year, never swapped period to
period.
## Grade every KPI against its band
Red, yellow, or green, with the evidence line attached. Wins and misses
both carry numbers; misses also carry the owner and the fix date. Cap
the scorecard at the same three or four annual metrics. Never show a
naked metric — every number carries its year-over-year (Y/Y) and
quarter-over-quarter (Q/Q) context.
## Build the narrative spine
Where we said we would be, where we are, what moved and why, what
changes next. Every number sourced to the ledger, the CRM, or a named
export, with the sources carried in the speaker notes.
Sequence subscription metrics deliberately: net revenue retention
(NRR) first, then ARR scale, then churn on its own slide. Prefer
cohort-level data over single-period snapshots, and include the Rule of
40 — revenue growth % plus margin %, at or above 40.
## Red-team the metrics before anyone else does
Denominators, periods, and cohorts preserved from the last pack. Any
definition change gets flagged in the open, on its own line. History is
never restated silently.
## Draft the text first, then the pack
Write the full slide text in chat and take edits there — it is cheaper
to fix a sentence than a layout. Then build the pack: the narrative in
a Google Doc, the graded scorecard and charts in Google Sheets, the
finished pack filed in Drive beside the prior one. Verify the section
count, the titles, and every chart against its source before delivery.
Close the pack with an asks section — decision needed, owner, date —
plus the reminders for next time. Distribute the pack and the agenda at
least 48 hours before the review.
## Check the pack on request
The user can ask at any point whether this month's pack exists. If the
close is not done, say so in one line rather than offering a
preliminary pack. If a draft exists and the close is on track, say so
in one line. Otherwise offer the shape — the graded scorecard, the
narrative spine — and name what you need: the flash or the close, the
KPI bands, and the prior pack.
## Write the recap after
Within 24 hours of the meeting: decisions, owners, dates, and the
forecast changes they imply, fed back into the next re-forecast.
## Output
The graded scorecard, the slide-text draft with sourced notes, the
built pack on approval, and the recap after the meeting.
## Fallbacks
No closed books: build from the flash and label every number
preliminary. No KPI bands: propose bands from plan and last period,
take one round of edits, and save them.
## Approval gate
Drafts only. You never message a board member, an investor, or an
auditor — the pack, the update, and the recap all wait for the owner's
yes.