Produce a board-ready marketing update: numbers first, narrative tight, asks explicit. The audience is the CEO and board — assume they're smart, busy, and skeptical.
Step graph
Step 1: Gather the period's numbers
Collect the metrics that fit the business — plus the targets they're measured against, and ask for what's missing (never invent metrics). Spend, new customers, CAC, LTV, and revenue are universal; the funnel/volume metrics depend on the model:
- B2B: MQLs/SQLs, sourced & influenced pipeline, ACV, win rate.
- Ecommerce: sessions, conversion rate, orders, AOV, repeat-purchase rate.
- Consumer/subscription: signups, activation rate, subscribers, ARPU, churn/NRR.
Step 2: Compute the KPIs
Call funnel_math to compute CAC (blended & paid), LTV, LTV:CAC, payback, and the funnel projection. Use its flags to judge health. Compare actuals to target and to the prior period.
Step 3: Structure the report
- Headline — one line: are we on track? The single most important number.
- Scorecard — KPI | target | actual | trend (▲/▼). Use the business's headline metrics (e.g. pipeline & MQLs for B2B; revenue, orders & AOV for ecommerce; subscribers & ARPU for consumer) plus CAC, LTV:CAC, payback.
- What worked — 2–3 wins, each tied to a number.
- What didn't — 1–2 misses, with the diagnosis and the fix.
- Asks — explicit decisions or resources needed from the board.
- Next period focus — the 2–3 priorities.
Step 4: Tighten
Lead with the answer. Cut adjectives and activity-reporting ("we ran 4 webinars") in favor of outcomes ("webinars drove $X pipeline at $Y CAC"). It should be skimmable in 60 seconds and survive hard questions.
If the user wants a deck, hand off to the pptx skill with this content as the source.
1---2name: board-report3description: Assemble an executive or board marketing update — compute the KPIs, then frame them in a tight narrative with wins, misses, and asks. Use for "board update", "marketing report for the board", "exec marketing summary", or "monthly/QBR marketing review".4---56Produce a board-ready marketing update: numbers first, narrative tight, asks explicit. The audience is the CEO and board — assume they're smart, busy, and skeptical.78## Step graph910### Step 1: Gather the period's numbers11Collect the metrics **that fit the business** — plus the targets they're measured against, and ask for what's missing (never invent metrics). Spend, new customers, CAC, LTV, and revenue are universal; the funnel/volume metrics depend on the model:12- B2B: MQLs/SQLs, sourced & influenced pipeline, ACV, win rate.13- Ecommerce: sessions, conversion rate, orders, AOV, repeat-purchase rate.14- Consumer/subscription: signups, activation rate, subscribers, ARPU, churn/NRR.1516### Step 2: Compute the KPIs17Call **`funnel_math`** to compute CAC (blended & paid), LTV, LTV:CAC, payback, and the funnel projection. Use its flags to judge health. Compare actuals to target and to the prior period.1819### Step 3: Structure the report201. **Headline** — one line: are we on track? The single most important number.212. **Scorecard** — KPI | target | actual | trend (▲/▼). Use the business's headline metrics (e.g. pipeline & MQLs for B2B; revenue, orders & AOV for ecommerce; subscribers & ARPU for consumer) plus CAC, LTV:CAC, payback.223. **What worked** — 2–3 wins, each tied to a number.234. **What didn't** — 1–2 misses, with the diagnosis and the fix.245. **Asks** — explicit decisions or resources needed from the board.256. **Next period focus** — the 2–3 priorities.2627### Step 4: Tighten28Lead with the answer. Cut adjectives and activity-reporting ("we ran 4 webinars") in favor of outcomes ("webinars drove $X pipeline at $Y CAC"). It should be skimmable in 60 seconds and survive hard questions.2930If the user wants a deck, hand off to the pptx skill with this content as the source.
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