weekly-summary

slug	weekly-summary
name	Weekly Summary
description	Compose the company-level weekly digest — what shipped, what's blocked, what needs review.
version	0.1.0
metadata	{"sources":[{"mode":"port-original","author":"Jannes Stubbemann","added_in":"0.2.0"}]}

Weekly Summary

Port-original skill. Hand-authored for this Agent Company; not from upstream anthropics/financial-services. Owned by the CEO role.

When to fire

Once per week (recommended cadence: Friday afternoon or Monday morning), or on-demand from a stakeholder request.

Inputs

• All work items closed, blocked, or escalated since the last summary.
• The current backlog (open items, ordered by priority).
• Any human-overrides or escalation outcomes since the last summary.

Outputs

A short markdown digest, written as a comment / note on a designated weekly summary item, with this structure:

# Week of <YYYY-MM-DD>

## Shipped
- <agent>: <one-line description> (<link>)

## In flight
- <agent>: <work item> (<status, ETA>)

## Blocked / awaiting review
- <work item> — <what's blocking, who needs to act>

## Escalated to human
- <work item> — <decision needed>

## Next week
- <priority items, in order>

How to compose

1. Walk the week's work, oldest to newest. Group by team, then by agent.
2. For "Shipped": include the deliverable in one line — what it was, who got it. No process narration.
3. For "In flight": include status (% complete or stage) and ETA. If ETA slipped, say so explicitly.
4. For "Blocked": name the blocker and the unblocking action required. If the unblock is on a human, list them by name.
5. For "Escalated": include the decision needed and the recommendation made. Don't restate the analysis — link to it.
6. For "Next week": the top 3-5 items by priority. If there's a deadline, name it.

Style

• Short. Aim for one screen. Cut paragraphs that don't add information.
• Concrete. "Pitch deck for Acme delivered" beats "Coverage team active on Acme account."
• Honest about misses. If a model slipped two days, say "two days late, blocked on missing GP package." Do not paper over.
• No agent self-praise. The summary is for stakeholders, not agent vanity.

Boundaries

• Never include client identifiers, deal codenames, or material non-public information without checking the requester's access level.
• Numbers in summary (deal sizes, valuations, performance) must be sourced — link to the underlying artifact, not the agent's recollection.
• Don't editorialize on portfolio performance or investment outcomes; that's the analysts' and PMs' job.