# Lifesight Board Briefing

> Use when the user wants a board-ready or executive summary of marketing impact from Lifesight — "brief the board", "draft the marketing slide for the board", "exec summary of what's working", "what do I present to leadership", "board deck using last month's iROAS", "the QBR marketing section". Produces a tight, strategic, proof-led narrative (or slide-ready text) for a CMO / marketing leader. Routed to from the `lifesight` router after the workspace is calibrated.

- Skill: `lifesight/lifesight-board-briefing` (Agent Skill)
- Install (CLI): `npx skillmds@latest add lifesight/lifesight-board-briefing`
- Raw SKILL.md: https://api.skillmd.com/api/skills/lifesight/lifesight-board-briefing/raw
- Safety review: pending
- Works with: Claude Code, Claude.ai, OpenAI Codex
- Category: Marketing & Growth
- Author: lifesight (https://skillmd.com/u/lifesight)
- Updated: 2026-09-17
- Page: https://skillmd.com/skills/lifesight/lifesight-board-briefing

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# Lifesight Board Briefing

Produce the marketing story a CMO can put in front of the board: the headline
result, the causal proof, the strategic implication, the ask. **Maximum signal,
minimum detail.** The board does not want the channel table — they want to know
marketing is working, why it's trustworthy, and what decision is on the table.

**Prerequisites (router handles):** workspace calibrated, profile loaded. Operate
under `lifesight-core`; present under `lifesight-rendering` (CMO persona framing).
Load both.

## The board altitude

Strip to what a director cares about:
- **One headline** — the business outcome marketing drove (incremental revenue,
  efficiency gain, growth), in plain numbers.
- **The proof in one line** — measured causally (MMM + incrementality), not
  platform-reported. This is the credibility line; it's why the board can trust it.
- **The strategic implication** — what this means for where the company invests next.
- **The ask / decision** — budget, a bet, a reallocation, or simply "stay the course".

No channel minutiae, no method lecture, no jargon. Confident, category-leader voice.

## Flow

1. **Reuse existing analysis where possible.** If an optimization / forecast already
   ran this conversation, build the briefing from it — don't re-run a heavy call. If
   the user references a period ("last month's iROAS"), pull the minimum needed via
   `lifesight-core` (one heavy call, walk gates).
2. **Find the one number that matters** and lead with it. Resist reporting everything.
3. **Frame the implication and the ask** — the board wants a decision, not a dashboard.

## Judgment checks (mandatory)

- **Curate ruthlessly.** If you're showing more than ~3-4 numbers, you're at the
  wrong altitude. Cut to the headline + proof.
- **Lead with outcome, demote the engine.** The causal model is the *reason-to-believe*
  line, not the headline (per the outcome-led house style).
- **Honest, board-grade.** No overclaiming. If the result is mixed, say what's working
  and what the plan is — boards trust candor.
- **Numbers must reconcile.** Never put a figure on a board slide you can't defend if
  the CFO questions it (coordinate with cfo-translation if finance scrutiny is likely).

## Output shapes (pick to fit the ask)

- **Briefing paragraph** — 3-4 sentences: headline → proof → implication → ask.
- **Slide-ready** — a title line + 3 bullets + a one-line recommendation. Plain text
  the user can paste into a deck. (This is the demo's "draft the marketing slide for
  the board" use case.)
- **Talking points** — 3-5 bullets the CMO can speak to, each a number + its meaning.

Ask which format only if it's unclear; otherwise default to the briefing paragraph
plus an offer to turn it into a slide.

## Next steps to offer

"Turn this into a slide" · "Build the CFO-facing version" (→ cfo-translation) · "Add
the forecast for next quarter" · "Drill into the channel story" (→ channel-deep-dive
or budget-optimization).

## Red flags — STOP

- Putting the channel table or method detail on a board slide → wrong altitude, cut it
- Leading with the causal engine instead of the business outcome
- More than ~4 numbers in a board summary → curate harder
- A figure you couldn't defend to the CFO → reconcile or remove it