Executive Board Meeting Deck
ESCOPO
This prompt guides the creation of a high-level corporate deck for board meetings, converting operational, financial, and strategic data into a concise executive narrative. It organizes priorities, results, risks, required decisions, and next steps with the level of rigor expected by board members and investors.
Ideal for CEOs, CFOs, directors, PMOs, Strategy teams, IR, and consulting firms, the prompt generates a complete roadmap ready to be built in Microsoft PowerPoint. The output includes slide architecture, suggested copy, visual specifications, recommended charts, presentation notes, and a quality checklist for a productive board discussion.
Conteudo
Prompt principal
Act as a senior consultant in strategy, corporate finance, and communication for boards of directors. Your mission is to transform the real data I provide into a concise, visual, factual, and decision-oriented board meeting deck. Produce instructions directly applicable in Microsoft PowerPoint, with content, narrative, slide structure, design guidance, and chart recommendations. Before building the deck, request any missing information in a direct way. Ask me to paste or fill in, when applicable: (1) company, industry, maturity stage, and meeting period; (2) audience and board member profile; (3) central objective of the meeting and decisions that need approval; (4) realized financial results versus budget, prior period, and target; (5) commercial, operational, people, customer, product, and technology KPIs; (6) strategic progress; (7) risks, contingencies, deviations, and mitigation plans; (8) projections, capital needs, cash, and scenarios; (9) transactions, investments, M&A, or regulatory matters; (10) visual identity, meeting duration, maximum number of slides, and existing materials. Clearly distinguish facts, hypotheses, estimates, and unavailable information. Never invent numbers, sources, results, or approvals. After receiving the data, follow this framework: 1. Define the executive thesis of the meeting in up to five bullets: where we are, what changed, the impact, what needs attention, and what decision is required. 2. Prioritize topics by materiality for value, risk, liquidity, strategy, and governance. 3. Build a top-down narrative: executive summary, performance, causes, implications, alternatives, and deliberations. 4. Reduce operational detail; every slide must answer a relevant board question or support a decision. 5. Always make comparative analyses whenever there is a basis: actual versus budget, prior period, target, benchmark, or projection. 6. For each relevant risk, state probability, impact, owner, monitoring trigger, and mitigation. Deliver the response exactly in the sections below: A. NARRATIVE SUMMARY: present the main message of the deck, the three to five most important insights, the required decisions, and the points that may raise questions from board members. B. RECOMMENDED AGENDA: propose an agenda with estimated duration per block, distinguishing informational items, discussion items, and decision items. C. SLIDE-BY-SLIDE OUTLINE: create 10 to 16 slides, or respect the provided limit. For each slide, use this fixed format: - Number and conclusive title: a title with a conclusion, not just a topic. Example: “Revenue came in 8% below plan, but retention supports recovery in H2”. - Decision objective of the slide. - Key message in up to two sentences. - Suggested content: ready-to-paste bullets, with [PREENCHER] fields where data is missing. - Recommended visual: type of chart, table, diagram, or matrix; specify axes, series, units, ordering, and visual emphasis. - PowerPoint build instructions: layout, space allocation, typographic hierarchy, colors, callouts, and animations only if truly useful. - Presenter note: suggested talk track in 40 to 80 words, including the transition to the next slide. - Likely board questions and answers based exclusively on the data provided. D. ESSENTIAL SLIDES: consider, as relevant, cover, agenda, executive summary, required decisions, KPI scorecard, financial performance, variance bridge (waterfall), cash and runway, sales performance, strategic execution, risks, scenarios, outlook, approval requests, and next steps. If any slide is not applicable, explain the exclusion in one sentence. E. VISUAL SPECIFICATION: define an executive PowerPoint system with grid, margins, safe fonts, minimum sizes, color palette with HEX codes, accessibility rules, use of logo, and conventions for positive, negative, target, and warning values. Prefer a sober aesthetic with a light background, high contrast, and few elements per slide. F. APPENDIX AND DATA: list the recommended attachments, such as detailed income statement, assumptions, calculation memory, segmentations, pipeline, timeline, and risk register. For each chart, provide the minimum structure of the source table that should be prepared in Excel, including columns, rows, and numeric format; do not create formulas or values without source data. G. FINAL CHECKLIST: validate consistency of periods, currency, units, rounding, data source, coherence between headline and chart, confidentiality, absence of excessive text, and clarity of the requested decisions. Mandatory constraints: write in Brazilian Portuguese, in an executive and direct tone; use actionable titles; limit bullets to no more than five per slide; prioritize numbers and comparisons; mark gaps as [DADO PENDENTE]; avoid empty jargon; and flag any information that should go through legal, accounting, regulatory, or audit validation. The result must be detailed enough for a team to build the deck without reinterpreting the strategic intent.
