| name | thank-you-email-writer |
| description | Writes a post-interview thank-you email that reinforces the user's candidacy,
references a specific conversation moment from the interview, and includes a
natural follow-up question. Produces a complete email with subject line ready
to send within 24 hours of the interview. Use when the user just finished an
interview and wants to send a thank-you email, needs help writing a follow-up
after an interview, or wants to reinforce their candidacy. Do NOT use for cold
outreach emails (use cold-outreach-email), recruiter messages (use
recruiter-outreach), or networking messages (use networking-message-writer).
|
| license | Apache-2.0 |
| metadata | {"author":"foundry-skills","version":"1.0.0","tags":"interview-prep career email writing template","category":"career-development","subcategory":"interview-preparation","depends":"","disclaimer":"none","difficulty":"beginner"} |
Thank You Email Writer
When to Use
Use this skill when:
- The user just completed a job interview (phone screen, video call, in-person, or panel) and wants to send a thank-you note within the next 24 hours
- The user asks how to follow up after an interview and wants a complete, ready-to-send email -- not general advice about follow-up etiquette
- The user wants to reinforce their candidacy after an interview and close any gaps in their performance
- The user interviewed with multiple people and needs unique, differentiated emails for each interviewer
- The user realizes they forgot to mention a key qualification, answered a question poorly, or wants to clarify something they said during the interview
- The user had a brief or surface-level interview (phone screen with a recruiter) and wants a short but strategic note that keeps them visible
- The user interviewed for a role they are especially excited about and wants the email to do more work than just express gratitude
Do NOT use this skill when:
- The user wants to cold-email a hiring manager or recruiter before any interview has taken place -- use
cold-outreach-email instead
- The user wants to send a message to a recruiter about their application status, negotiate timeline, or introduce themselves -- use
recruiter-outreach instead
- The user wants to build a relationship with someone they met at a conference, through a referral, or via LinkedIn without a prior interview -- use
networking-message-writer instead
- The user needs a cover letter for an application -- use
cover-letter-writer instead
- The user wants to accept, decline, or negotiate a job offer -- use
offer-response-writer instead
- The user wants to withdraw from the interview process -- use
interview-withdrawal-email instead
- The user has already sent a thank-you email and wants to send a second one -- advise against this (see Edge Cases) and direct them to
interview-follow-up-email only if there is genuinely new information to share
Process
Step 1: Gather the Raw Material Before Writing Anything
Never attempt to write the email without collecting specific information first. A thank-you email written from generic details will read like every other thank-you email in the interviewer's inbox -- and those get forgotten. Ask the user for:
- Interviewer's full name and title -- critical for proper address and for calibrating email depth (VP versus hiring manager versus peer versus HR screen require different registers)
- Company name and exact role title -- use the exact job posting title, not the user's shorthand for it
- One or two specific topics discussed -- challenges, projects, roadmap items, team structure, problems the interviewer expressed frustration about, or goals they mentioned with energy
- What the interviewer seemed most engaged by -- a candidate story, a specific technical answer, a particular opinion the user shared -- anything where the energy shifted noticeably
- Whether the user left anything on the table -- a qualification they did not get to mention, a question they answered weakly, or a concern the interviewer raised that went unaddressed
- How the interview closed -- were next steps discussed? A timeline given? Did the interviewer say anything like "I'll be in touch" or "we're moving quickly"?
- Who else the user met with -- names, titles, and whether the conversations were substantive or brief
- The user's seniority level relative to the role -- a new graduate and a director-level candidate write very different emails
If the user cannot remember specific details, use the reconstruction techniques in the Edge Cases section before proceeding. Do not write a generic email -- even a general topic reference is better than a placeholder.
Step 2: Determine the Email's Strategic Purpose
Before writing a single word, identify what this specific email needs to accomplish beyond basic gratitude. Different interview scenarios require different strategic emphases:
- Strong interview, user wants to close the deal: Lean hard on the candidacy reinforcement paragraph. Echo the specific language the interviewer used about their challenges. Deliver a concrete result that maps directly to their stated need.
- Weak interview or question answered poorly: The gap-recovery paragraph (Paragraph 3) becomes the most important paragraph. Provide the answer the user should have given -- framed as "after reflecting on your question about X, I wanted to expand on my answer." This is one of the most underused and highest-value applications of the thank-you email.
- Phone screen with an in-house recruiter: Keep it to 100-130 words. The recruiter does not need a deep technical response -- they need to see that the user is enthusiastic, professional, and easy to work with. Do not go deep on technical topics they did not raise.
- Panel interview or design-by-committee hiring process: Each panelist remembers what they personally contributed to the conversation. Reference something specific to each person's segment of the interview -- never send the same email to two people at the same company.
- Final-round interview where the user is one of 2-3 finalists: This email may actually be read carefully. It needs to be sharp, specific, and add information that was not said aloud during the interview. A quantified achievement, a brief thought about a problem they raised, or a direct statement of intent ("I want this role") can tip a close decision.
Step 3: Write the Four-Paragraph Email Body
Each paragraph has a distinct job. Understand the purpose before drafting each one.
Paragraph 1 -- Thank and Anchor (2-3 sentences):
- Open with the thank-you, but immediately anchor it to something specific from the conversation
- The specific reference does two things: it proves the user was genuinely engaged (not just performing interest), and it makes the email memorable because it reflects a particular moment the interviewer will recognize
- Good anchor: "Your description of the onboarding funnel drop-off problem made the challenge feel very concrete to me."
- Weak anchor: "I enjoyed learning about the company and the exciting work you're doing." -- this could have been written before the interview
- Do not compliment the interviewer personally ("you were so insightful") -- it reads as flattery; compliment the problem, the challenge, or the company's direction instead
- Do not start with "I" -- start with "Thank you" or the interviewer's name or the topic
Paragraph 2 -- Reinforce Candidacy (2-3 sentences):
- This is the strategic core of the email; everything else supports it
- Connect one specific qualification, result, or experience directly to a challenge or goal the interviewer expressed
- Be quantified wherever possible -- results with numbers are 3-5x more memorable than claims without them ("reduced churn by 18% over 6 months" versus "improved retention")
- Use the interviewer's own language when echoing the challenge back -- if they said "we're struggling to align sales and product," use that framing, not a generic version of it
- Do not list multiple qualifications -- one strong, well-matched point is more powerful than three weak ones
- Do not use the word "passionate" -- it is the most overused and least credible word in job application language
Paragraph 3 -- Address a Gap or Add a Value Point (optional, 1-3 sentences):
- Use this paragraph if there is something worth saying; omit it if there is not -- do not pad
- Gap recovery: "I wanted to revisit your question about managing distributed teams -- I gave an abbreviated answer in the moment, and I wanted to share that at my previous role, I coordinated a team across four time zones using a combination of async documentation sprints and structured overlap windows, which reduced meeting overhead by 40%."
- Value add: If there is no gap to recover, add a brief thought, resource, or insight that is relevant to what they discussed -- a specific approach to a problem they raised, a framework the user has used, or an observation about the challenge that they did not have time to explore
- Never apologize for "not being the best candidate" or express doubt about the fit -- if the user is worried about fit, address the specific concern directly with evidence, not with hedging
Paragraph 4 -- Close with a Thoughtful Question and Next-Step Language (2-3 sentences):
- Reaffirm enthusiasm once -- not twice, not three times -- with a specific reason (not "I'm really excited" but "I left the conversation more energized about this direction than when I started")
- Include exactly one follow-up question that demonstrates depth of thinking and keeps the dialogue open -- not "when will I hear back?" which puts the interviewer in an administrative role, but a question about the problem, the team, or the role that suggests the user is already thinking about the work
- Good follow-up questions: about a challenge they raised that you did not fully explore, about the team's current approach to a methodology you discussed, about how success is measured in the first 90 days
- End with simple forward-looking language: "Looking forward to the next steps" or "I hope to continue the conversation soon" -- clean and confident without being aggressive
- Do not say "I look forward to hearing from you" as the closing line -- it is overused and places the burden on the interviewer; "Looking forward to the next steps" is active and cleaner
Step 4: Write the Subject Line
The subject line determines whether the email gets opened immediately or buried. Hiring managers receive dozens of emails the day after an interview. Apply the following decision tree:
- If the interview covered a specific, memorable topic: Use "Great conversation about [specific topic]" -- this triggers an immediate memory association ("oh right, the candidate who knew about schema evolution")
- If the interview was more general: Use "Thank you -- [Role Title] interview, [Date if helpful]" -- direct, searchable, professional
- If the role is highly competitive and the user wants to stand out: Consider a subject line that references the company's challenge directly: "Re: The [specific challenge discussed] -- thank you for the conversation"
- Never use: "Following up" (sounds like a debt collection email), "Thank you for your time!!!" (over-eager), "Quick note" (undersells the email), the interviewer's full name in the subject (odd and stiff)
- For recruiter screens: "Thank you -- [Role Title] conversation" is appropriate -- keep it clean and professional without trying to be creative
Step 5: Calibrate Length and Tone
Length and tone are not stylistic choices -- they are signals the interviewer reads consciously and unconsciously.
- Phone screen with in-house recruiter: 100-130 words, 3 paragraphs max, conversational warmth, no deep technical content
- First-round interview with hiring manager: 150-175 words, 4 paragraphs, professional and substantive
- Technical screen with an IC (individual contributor): 130-160 words, include one technical observation or question, peer-to-peer tone rather than formal
- Final-round or executive interview: 160-200 words maximum, sharp and direct, no filler sentences, every sentence earns its place
- Panel of 4+ interviewers: Unique email for each, 130-160 words each, do not let any single email get long to compensate for brevity elsewhere
- Tone calibration: Match the formality level of the interview itself -- if the interviewer was informal and called you by a nickname, "Hi [First Name]" is correct; if they were formal and used titles, mirror that
- Avoid: Exclamation points in the body (one is acceptable, zero is better), self-deprecating humor (reads as insecurity), overly effusive openers ("What an amazing conversation!"), or corporate buzzwords ("synergies," "leverage," "value-add" as a verb)
Step 6: Handle Multiple Interviewers
When the user met with two or more people, the email strategy becomes a small campaign, not a single message.
- Every interviewer gets a unique email -- never send a group email, never CC multiple interviewers, never forward the same message with minor name changes
- Prioritize by influence: Hiring manager and the most senior technical or domain evaluator get the most substantive emails; HR screens and peer-level interviewers can receive slightly shorter versions
- Vary the specific conversation reference in every email -- each person remembers what they personally asked and discussed; referencing their specific segment proves attentiveness
- Keep the core candidacy claim consistent across emails -- you should not be presenting a different value proposition to the hiring manager than to the team lead; vary the framing, not the substance
- Send all emails within the same 24-hour window -- interviewers at the same company may compare notes, and a large time gap between emails can look disorganized
- For a panel interview where you have limited individual recollections: Reference the segment of the interview that person led -- "your questions about system design gave me a chance to think through the architecture in real time" -- even without a hyper-specific detail, this is better than a generic email
Step 7: Review Against the Quality Checklist Before Delivering
Before producing the final output, verify:
Output Format
## Thank-You Email: [Interviewer Name], [Title] -- [Role] at [Company]
### Email
**Subject:** [Subject line]
Hi [First Name],
[Paragraph 1 -- Thank + specific conversation anchor (2-3 sentences)]
[Paragraph 2 -- Reinforce candidacy: connect one qualification with numbers to one specific need they expressed (2-3 sentences)]
[Paragraph 3 -- Gap recovery OR additional value point (1-3 sentences) -- OMIT IF NOT NEEDED]
[Paragraph 4 -- Close: reaffirm enthusiasm with a reason + one thoughtful follow-up question + forward-looking close (2-3 sentences)]
[Sign-off: "Best regards," / "Best," / "Thank you again," depending on register],
[User's Full Name]
---
**Word count:** [number]
**Send by:** [e.g., "Today by 5pm" or "Within 2 hours" -- be specific]
**Send to:** [Email address if provided, otherwise note where to find it]
---
### Email Breakdown
| Element | What It Does |
|---------|--------------|
| Subject line | [Why this subject line was chosen -- what memory it triggers] |
| Conversation anchor | [The specific moment referenced and why it works] |
| Candidacy reinforcement | [Which qualification was connected to which stated need, and why this pairing matters] |
| Follow-up question | [What was asked, why this question signals depth, what answer the user would benefit from hearing] |
| Gap recovery (if applicable) | [What was addressed and how the framing protects the user's candidacy] |
| Tone calibration | [Register choice and why it matches this interview context] |
---
### Strategic Notes
**What this email accomplishes beyond thank-you:**
- [1-2 specific strategic outcomes this email is designed to produce]
**What to do if you don't hear back in [X days]:**
- [One specific, actionable next step -- e.g., "Reply to this thread on Day 7 if no response" with suggested language]
---
[If multiple interviewers, repeat the full Email section for each with a divider:]
---
## Thank-You Email: [Interviewer 2 Name], [Title] -- [Role] at [Company]
### Email
**Subject:** [Different subject line]
Hi [First Name],
[Unique paragraph 1 anchored to THIS person's segment of the interview]
[Paragraph 2 -- same core candidacy claim, different framing relevant to this person's role or questions]
[Paragraph 3 -- gap or value point specific to this conversation, if applicable]
[Paragraph 4 -- close with a question relevant to this person's perspective or domain]
Best regards,
[User's Full Name]
---
**Word count:** [number]
**Send by:** [timing]
### Email Breakdown
| Element | What It Does |
|---------|--------------|
| Conversation anchor | [Unique reference specific to this interviewer's segment] |
| Candidacy reinforcement | [Same value proposition, different framing for this audience] |
| Follow-up question | [Question calibrated to this person's domain and role] |
Rules
-
Always produce a complete, ready-to-send email -- never produce tips, checklists, or advice about "things to keep in mind." The user needs a finished email they can copy and send. If you lack enough information to write a strong email, ask a specific question before drafting.
-
Every email must reference a specific, verifiable detail from the interview -- not something available on the company website or in the job description. "Thank you for the engaging conversation" alone is not acceptable as an anchor. The reference must be something that could only have been said in that conversation.
-
The candidacy reinforcement paragraph must include a quantified result wherever possible -- "led the migration" is weak; "led the migration that reduced processing time from 6 hours to 22 minutes" is strong. If the user cannot provide numbers, use specific outcomes, scope, or named context instead of vague claims.
-
Never use the word "passionate" -- it is the most overused word in job applications and has lost all meaning. Use specific language that shows enthusiasm through description rather than labeling it.
-
The email must be within the correct length range for the interview type -- a recruiter screen should not receive a 220-word email; a final-round executive interview should not receive a 90-word note. Length signals effort calibration -- too long reads as desperate, too short reads as disinterested.
-
Include exactly one follow-up question -- never zero (misses the conversation-advancing opportunity), never two or more (reads as an interrogation and puts burden on the interviewer). The question must be about the work, the team, the challenge, or the role -- never about timeline, process, or "what are my chances."
-
Never include desperation language, apologies for being a candidate, or self-doubt -- phrases like "I hope I demonstrated," "I realize I may not have the experience you're looking for," or "I would be so honored" undermine the user's position. The email should project confident enthusiasm, not anxious pleading.
-
If the user met with multiple interviewers, produce a unique email for each one -- copy-pasting the same email with different names is detectable and is one of the fastest ways to damage a candidacy. Interviewers at the same company talk to each other and may share notes.
-
Never include attachments unless the interviewer specifically requested them during the conversation -- attaching a resume, portfolio, or writing sample without being asked for them signals poor professional judgment. If there is a relevant piece of work, reference it in the follow-up question rather than attaching it.
Edge Cases
The User Cannot Remember Any Specific Details from the Interview
This happens more often than expected, especially after back-to-back interviews or high-stress conversations. Do not write a generic email -- probe first.
Ask the following reconstruction questions in order:
- "What was the main challenge, problem, or project the interviewer described in the most detail?"
- "Was there a moment where the energy of the conversation shifted -- either because you said something they responded to, or because they described something with obvious frustration or excitement?"
- "What questions did they ask you? The questions often reveal the underlying challenge."
- "Did they describe anything about the team -- size, structure, how it was formed, problems they're solving?"
- "Did they say anything about what the previous person in the role did or did not do?"
Even a reconstructed general topic ("your team's migration to a microservices architecture") is better than no specific reference at all. If the user truly cannot recall anything substantive, note that the subject line and Paragraph 1 should reference the topic of the role rather than a conversation detail, and flag this as a weaker email than ideal.
The User Feels the Interview Went Poorly
The post-interview thank-you email is one of the few genuine second-chance mechanisms in the hiring process. Handle this scenario carefully:
- First, ask what specifically went poorly -- a weak answer to a technical question requires a different response than feeling that the connection with the interviewer was flat
- If a specific answer was given poorly, use Paragraph 3 to provide the better answer, framed as enthusiasm for the topic: "Your question about database sharding strategies got me thinking more after the conversation -- I wanted to share an approach I used at [Company] that addressed [specific version of the problem] by [specific method with result]." This reframes the poor answer as a jumping-off point for a stronger one rather than an apology for failure.
- If the connection felt flat, the thank-you email can warm it up -- reference a moment of genuine curiosity or shared interest from the conversation, and let the follow-up question be one that invites the interviewer's opinion rather than their evaluation
- Caution: Do not over-explain or over-apologize in the recovery paragraph. One crisp, strong response to a specific concern is far more effective than a defensive paragraph that doubles the length of the email.
- If the user is convinced they will not be moved forward, still send the email -- hiring decisions reverse more often than candidates expect, especially when a top candidate drops out, and a good thank-you email is part of the long-term professional relationship regardless of this specific outcome
The User Interviewed with Four or More People in a Panel or Full-Day Loop
A five-person interview loop should not produce five identical emails. Apply the following triage:
- Tier 1 (Full 4-paragraph email, 160-180 words): Hiring manager and the most senior domain evaluator
- Tier 2 (3-paragraph email, 120-140 words): The team lead, senior IC, or the person whose questions were most substantive
- Tier 3 (2-paragraph email, 90-110 words): The HR screen, the peer-level IC whose conversation was brief, or anyone the user interacted with for less than 20 minutes
- Every email still needs a unique conversation anchor -- for a brief Tier 3 conversation, anchor on the question they asked, not on a deep topic: "Your question about how I approach collaborative debugging helped me think more carefully about my process"
- If the user genuinely cannot recall anything about a particular interviewer beyond their name and title, do not invent a detail -- write a brief, warm, professional email that acknowledges the conversation was brief but that they appreciated the time and are excited about the role
- Do not send all five emails at the exact same time (within the same minute) -- stagger them by 15-30 minutes to avoid looking like a mass-email operation, though all should go within the same day
The User Has Already Sent a Generic Thank-You Email
This is more common than expected -- the user sent a quick "Thanks for your time, I'm excited about the role" email immediately after the interview and now wants to send a stronger one.
Do not recommend sending a second thank-you email -- it signals overthinking and can read as anxious follow-up behavior. Instead:
- Evaluate whether there is genuinely new information to share: a portfolio piece relevant to their discussion, an article or resource related to a problem they raised, or a concrete thought about a challenge they described -- these justify a follow-up
- If there is new information, the format shifts from a thank-you email to a value-add follow-up: "I wanted to share something relevant to our conversation about [topic] -- [brief, specific value add]. Looking forward to the next steps." This is short (60-80 words), direct, and does not re-tread the thank-you ground
- If there is no new information, the right advice is to wait and not send another email -- advise the user that silence is not a negative signal and that additional unprompted messages can work against them
- In this scenario, redirect to
interview-follow-up-email if the waiting period has passed and the user wants guidance on checking in
The User Cannot Find the Interviewer's Email Address
This happens frequently, especially when the interview was arranged through a recruiter or automated scheduling system. Offer the following in order:
- Reply to the recruiter's scheduling email and ask them to forward the thank-you to the interviewer(s) -- this is the cleanest option and most recruiters are happy to do it; include the full thank-you email in the message to the recruiter so they can forward it without additional steps
- LinkedIn message -- if the interviewer is findable on LinkedIn, a brief message works well; adapt the email to LinkedIn's message context (trim to 120 words or fewer, match the slightly less formal register of LinkedIn)
- [FirstName].[LastName]@[company.com] -- most corporate email formats follow this pattern; the user can verify the format by looking at any publicly available email from the company (press releases, support pages, etc.)
- Do not cold-guess multiple email formats and send to all of them -- this looks unprofessional; pick the most likely format and send once
- Note in the output which method is recommended and provide the adapted version if LinkedIn is the channel
The Interview Was for an Internal Transfer or Promotion
Internal thank-you emails require a different calibration than external applications:
- The user already has a working relationship with the interviewer(s) -- the email should reflect that context without being either overly formal (as if they've never met) or overly casual (as if the interview did not happen)
- The candidacy reinforcement paragraph should reference internal accomplishments the interviewer has seen directly, not just describe them -- "the work our teams did together on the Q3 launch" is stronger than a generic description of a project the interviewer has no visibility into
- The follow-up question can be more candid than in an external context -- asking about timeline, team dynamics, or the challenges of the transition is appropriate when the user already has an internal relationship
- Keep it slightly shorter than an external email -- 120-150 words is appropriate; anything longer reads as performative to someone who already knows the user
Example
Input:
"I just finished a 45-minute video interview with Marcus Reid, the Director of Product at Helix Health. He talked for probably 10 minutes about their problem with physician adoption of their EHR workflow tool -- apparently most hospitals hit a wall around 40-50% adoption and can't push past it. He got really animated when I mentioned that I had run a change management program at my last company. The role is Senior Product Manager. I answered his question about managing stakeholder conflict okay but I could have given a better example. He said they're making a decision by end of next week."
Output:
Thank-You Email: Marcus Reid, Director of Product -- Senior Product Manager at Helix Health
Email
Subject: Thank you -- the physician adoption challenge
Hi Marcus,
Thank you for the conversation this afternoon -- your description of the 40-50% adoption ceiling in hospital EHR deployments was the most concrete articulation of that problem I have heard, and it stayed with me after the call.
At my previous company, I led a change management program for a clinical workflow rollout across three hospital systems that moved adoption from 38% at six months to 81% at twelve months. The approach centered on identifying and activating department-level physician champions rather than relying on top-down mandates -- a method I think translates directly to what you are describing at Helix.
One thing I wanted to add to my answer about stakeholder conflict: the most effective moment in that rollout was when I reframed the conflict between the IT team and the clinical staff as a shared problem rather than a negotiation -- shifting the framing from "compliance" to "workflow design" changed the dynamic entirely.
I am curious how your team is currently thinking about the physician champion model -- whether it has been tried before and what made it succeed or stall. Looking forward to continuing the conversation before your end-of-week decision.
Best regards,
[Your Name]
Word count: 196
Send by: Today, within 2 hours of the interview ending
Send to: [Marcus's direct email -- if unknown, reply to the recruiter scheduling thread and ask them to forward]
Email Breakdown
| Element | What It Does |
|---|
| Subject line | "The physician adoption challenge" triggers immediate memory association with the dominant topic of the interview -- Marcus spent 10 minutes on this, so the subject will feel like a direct continuation |
| Conversation anchor | The 40-50% adoption ceiling -- this is a specific number Marcus used and almost certainly quoted from internal data; reflecting it back proves the user was listening carefully, not just waiting to speak |
| Candidacy reinforcement | 38% to 81% adoption over 12 months with a named methodology (physician champion model) -- this maps Marcus's stated problem directly to a result the user has produced, in the same domain (clinical workflow), with enough specificity to be credible |
| Gap recovery | The stakeholder conflict answer is addressed in Paragraph 3 -- reframed as an insight rather than a correction, which adds information without flagging that the original answer was weak; the "reframing compliance as workflow design" line is the kind of nuanced observation that registers as senior-level thinking |
| Follow-up question | Asks about the physician champion model specifically -- whether it has been tried at Helix and what happened -- which accomplishes two things: it invites Marcus to share information that helps the user if they get the role, and it signals that the user is already thinking practically about the implementation challenge rather than just the interview |
| Tone | Professional and direct without being stiff -- matches a Product Director at a healthtech company; uses "I think" once to avoid sounding like a consultant delivering a recommendation to a client, but otherwise confident and substantive |
Strategic Notes
What this email accomplishes beyond thank-you:
- It turns the candidacy reinforcement from a claim into evidence: the 38% to 81% number in the same domain (clinical EHR) is the kind of specific result that makes a hiring manager think "this person has done exactly this" rather than "this person seems like they could do this"
- It recovers the stakeholder conflict answer without apologizing for the original, which would draw attention to the weakness -- the reframe to "compliance vs. workflow design" is a genuinely useful insight that adds value independent of the interview performance
What to do if you don't hear back by end of next week:
- Marcus mentioned the decision timeline is end of next week -- if you have not heard anything by the following Monday, reply to this same email thread (do not start a new one) with: "Hi Marcus -- I wanted to check in on the timeline you mentioned and reiterate my interest in the role. Happy to provide any additional information that would be helpful." Keep it to two sentences. Do not send before the stated deadline has passed.
