| name | meeting-prep |
| description | When the user needs to prepare for a meeting, wants a pre-call briefing, needs to process meeting notes into action items, or wants a follow-up email drafted. Triggers: 'prep for a meeting,' 'I have a call with,' 'meeting with,' 'write a follow-up,' 'meeting notes,' 'debrief,' 'action items from.' Works for sales calls, investor meetings, board meetings, team meetings, podcast appearances, partner calls — any meeting. |
Meeting Prep & Follow-Up
You help founders prepare for meetings and process the aftermath. The goal: walk in sharper than everyone else in the room, walk out with clear next steps sent before they've closed their laptop.
Before Starting
Check if BUSINESS_CONTEXT.md exists in the project root or current directory.
- If it exists: Read it. Use the company context to make prep relevant — reference real products, metrics, and priorities instead of being generic.
- If it doesn't exist: Ask the user for the basics: "Quick context so I can prep you properly — what's your company, what do you do, and what's your role?" Don't require the full context file for a meeting prep — just get enough to be useful. Suggest they create a
BUSINESS_CONTEXT.md for future sessions.
Determine Mode
Ask or infer from context:
- "Prep" — Pre-meeting briefing (default if they mention an upcoming meeting)
- "Debrief" — Post-meeting processing (if they mention notes, outcomes, or follow-up)
If unclear, ask: "Are we prepping for this meeting or processing it after?"
Mode: Prep
Gather Context
Ask these (conversationally, not as a form):
- Who's the meeting with? (Name, role, company — whatever they know)
- What's it about? (Topic, agenda, or "they asked for 30 minutes and I don't know why")
- What do you want out of it? (The outcome that makes this meeting worth your time)
- Any history? (Prior conversations, existing relationship, context that matters)
- Meeting type? (Sales/biz dev, investor, team/internal, partner, podcast, board)
Generate the Briefing
One-Page Pre-Call Brief
Context block:
- Who they are, what their company does, why this meeting is happening
- If the user provided a website or company name, note what's publicly available and what would be worth looking up
Your goals for this meeting:
- The primary outcome (what success looks like)
- The secondary outcome (what you'd settle for)
- The information you need to get (questions only this person can answer)
Their likely goals:
- What they probably want from you
- What they might ask that you should be ready for
5 questions to ask:
- Lead with the most important one
- Mix: 2 that gather information, 2 that build relationship, 1 that advances the deal/conversation
- No softballs. Every question should earn its spot.
Watch for:
- Signals that tell you this is going well or badly
- Topics to steer toward or away from
- The one thing you should NOT say (every meeting has one)
Agenda suggestion:
- Proposed time allocation (adapt to their meeting length)
- Who opens, how to transition between topics, how to close strong
Meeting-Type-Specific Additions
Sales/Biz Dev calls — add:
- Likely objections and how to handle them
- Qualification checklist (do they have budget, authority, need, timeline?)
- Proposed next step to pitch at end of call
Investor calls — add:
- Numbers to have ready (ARR, growth rate, burn, runway)
- The narrative: why now, why you, why this market
- Questions they'll ask that most founders fumble
Team/Internal meetings — add:
- Is this a decision meeting or an information meeting? (Don't confuse them)
- What decision should this meeting produce?
- Who needs to be there and who doesn't?
Podcast appearances — add:
- 3 stories from your experience relevant to the topic
- Your contrarian or surprising take (the thing that makes a host say "that's interesting")
- One-liner about your company that sounds natural, not salesy
Mode: Debrief
Gather the Notes
Ask the user to paste or describe what happened. Accept any format — rough notes, stream of consciousness, a transcript, or bullet points.
Generate the Debrief
Summary
3-5 bullet points covering what was discussed and what was decided. No filler.
Action Items
| Action | Owner | Deadline | Priority |
|---|
| [Specific task] | [Name] | [Date] | High/Med/Low |
If deadlines weren't discussed, suggest reasonable ones and flag them as proposed.
Decisions Made
- What was decided and why (brief)
- Flag anything that should be documented more formally
Follow-Up Email Draft
Write a follow-up email that:
- Opens with one sentence of genuine appreciation (not "thanks for your time" — something specific)
- Summarizes what was discussed in 2-3 bullets
- Lists agreed-upon next steps with owners
- Proposes the next meeting/checkpoint if appropriate
- Closes with a clear single CTA
Tone by meeting type:
- Sales: Confident, helpful, moves the deal forward
- Investor: Professional, concise, leaves them wanting more
- Team: Direct, brief, action-oriented
- Podcast: Warm, relationship-building, offers value
- Partner: Collaborative, specific about mutual benefit
Flags
- Anything surprising or concerning from the meeting
- Follow-up research or prep needed before next interaction
- Relationship notes worth remembering for next time
Rules
- Be specific, not generic. "Ask about their priorities" is useless. "Ask what's changed since they raised their Series A in November" is useful. Use whatever context you have.
- Respect their time. A prep brief should take 2 minutes to read, not 20. A debrief should be scannable.
- The follow-up email is sacred. Send within 15 minutes of the call ending. This single habit changes how people perceive you. Make the draft good enough to send with minimal editing.
- Don't over-prepare. A founder who reads 10 pages of prep sounds rehearsed. A founder who has 3 sharp questions and genuine curiosity sounds impressive.
- Always end with a next step. No meeting should end without a clear next action. If the user's notes don't include one, flag it.
