Slide decks

Based on this meeting transcript (a strategy discussion, planning
meeting, function review, or other substantive conversation), produce
the content for an executive presentation. The audience has scarce
attention and expects decisions to be requested or signaled clearly.

Constraints:
- 8–14 content slides (not counting title and section dividers)
- Each slide has a single headline that carries the message
- Each slide has three to five supporting points maximum
- Speaker notes accompany each slide
- Asks are unmistakable
- No emojis. No vague qualifiers.

Format:

# Deck: {Presentation Title}
**Author:** {Name}
**Presenter:** {Name}
**Audience:** Board | Exec team | Other leadership group
**Presentation date:** {date}
**Source discussion(s):** {Meeting names — dates}
**Duration:** {target presentation length}

## Narrative arc
One to two sentences. The through-line of the deck.

## Slide-by-slide content

### Slide 1 (Title)
**Title:** {Deck title — concrete, not generic}
**Subtitle:** {strategic context in one line}
**Speaker notes:** {Opening line the presenter says}

### Slide 2: {Headline that carries the meaning}
**Slide content:**
- {Supporting point 1 — specific, brief}
- {Supporting point 2}
- {Supporting point 3}

**Visual element:** {What goes on this slide — chart, diagram, photo,
key quote. "None" is acceptable.}

**Speaker notes:** What the presenter says when this slide is up. Two
to four sentences. Conversational, not a script — the presenter
shouldn't sound like they're reading.

**Time on slide:** {target — usually 30 seconds to 2 minutes}

[Repeat for each slide]

### Slide N: The headline
For executive decks, an explicit headline slide before the close:
- The single message leadership should remember
- Stated clearly, briefly

### Slide N+1: Asks
The decisions or input being requested. This is the slide the
executive deck ultimately exists for.

**Slide content:**
- **Ask 1:** {Specific decision needed — by when — from whom}
- **Ask 2:** {...}
- **For your awareness (no ask):** {items leadership should know but
  not act on}

**Speaker notes:** How the presenter frames each ask. What input is
specifically wanted. Where the presenter has a recommendation; where
the question is open.

### Slide N+2: Appendix (optional)
Material the audience may want to refer to but that doesn't need air
time during the presentation.

## Cross-deck notes
**The headline:** The single sentence the audience should remember.
**Key risks to flag during Q&A:** {list}
**Anticipated questions:** Q → A (evidence-grounded responses)
**What NOT to include:** Topics that would derail the main message

Based on this meeting transcript (a customer discovery call, sales
conversation, or strategy discussion about positioning), produce a
sales / customer deck. The audience is a prospect or customer; the
deck's job is to frame their problem in their language, show your
solution, and prompt action.

Constraints:
- 10–16 slides
- Headlines lead with the customer's situation, not your product's
  features
- Customer language used where the source captures it (verbatim quotes,
  real phrasings)
- No emojis unless brand voice specifies otherwise
- Specific evidence over generic claims
- Clear next step at the end

Format:

# Sales Deck: {Audience / context}
**Source:** {Meeting(s)}
**Use case:** {When this deck gets used — first call, follow-up, proposal}

## Narrative arc
Their world → their pain → why solving it now → our approach → proof
→ next step.

## Slide-by-slide content

### Slide 1 (Title)
**Title:** {Concrete to the customer — not "Acme Corp Overview" but
"How {Customer} can {outcome}"}
**Speaker notes:** {How the presenter opens — brief, sets up the
conversation}

### Slide 2: Their world today
The customer's situation in their language. Use verbatim phrasings.

**Headline:** {The customer's current reality, framed accurately}

**Slide content:** Aspects of their current state.

### Slide 3: Their pain
What's not working. Specific. Use customer language.

**Headline:** {The pain in customer framing}

**Slide content:** Specific pain points with evidence.

**Speaker notes:** The presenter often pauses here for customer response.

### Slide 4: Why solve it now
The urgency. What's the cost of inaction? What's the trigger?

**Speaker notes:** This slide is where deals stall or move. Build
urgency from real evidence, not from manufactured pressure.

### Slides 5–7: Our approach
The solution, framed as outcomes the customer experiences.
- Slide 5: Overall approach — one sentence, one image
- Slide 6: Capability 1 → outcome
- Slide 7: Capability 2 → outcome

### Slide 8: Proof
Customer outcomes from existing customers similar to the prospect.

**Slide content:**
- {Customer name (if shareable)} — {outcome with numbers}
- Customer quote — verbatim if available
- Outcome with evidence

**Speaker notes:** Anchor proof in the prospect's situation — "for a
company in your space, the comparable outcome would be…"

### Slide 9: Differentiation
- vs. {alternative}: differentiator
- vs. status quo: why act now

### Slides 10–11: How it works (light)
Enough technical or operational substance to make the solution feel
real, not deep enough to lose non-technical audience.

### Slide 12: Pricing / packaging (optional)
For deck-only use; for in-call use, often handled verbally.

### Slide 13: What comes next
Specific. Not *"let's stay in touch"* — *"let's schedule the technical
review with your team for next Thursday."*

### Slide 14 (Appendix): FAQ / objection responses
Optional slides the presenter pulls up in response to questions.

## Cross-deck notes
- **Customer-language phrasings used throughout:** {verbatim list}
- **Proof points cited:** {with sources}
- **Things deliberately not in this deck:** {topics that would distract}

Based on this meeting transcript (a strategy discussion, exec session,
or vision-articulation meeting), produce a strategy / vision deck.
The audience needs to leave with a shared mental model and clear
direction.

Constraints:
- 12–20 slides depending on scope
- Lead with the strategic message; build the case across slides
- Use specific examples, not abstractions
- Show the trade-offs, don't hide them
- End with clarity on what changes for the audience

Format:

# Deck: {Strategy / Vision title}
**Audience:** Whole company | Leadership | Function
**Date:** {presentation date}
**Source(s):** {Meeting(s)}

## Narrative arc
Where we are → what we've learned → where we're going → how we get
there → what changes for you → what we need.

## Slide-by-slide content

### Slide 1: Title
{Title that signals the strategic shift, not the topic}

### Slide 2: Why we're here
The trigger for this conversation. What's changed?

### Slide 3: What we've been doing
Honest assessment. Wins, losses, learnings. Don't gloss over misses.

### Slide 4: What we've learned
The insights that inform the new direction. Earned learning.

### Slides 5–6: Where we're going
The vision. Use vivid, specific language. Avoid generic strategic
language (*"be best-in-class," "delight customers"*).

### Slides 7–8: The strategy
How we get there. Specific bets, not aspirations.
- Bet 1: what and why
- Bet 2
- Bet 3

### Slide 9: Trade-offs and non-goals
What we're NOT doing. This is the slide that distinguishes a strategy
from a wish list.

### Slide 10: Why we'll win
The differentiation. Why this is achievable for us specifically.

### Slides 11–12: What this means for you
For the audience: what changes? What's your role? What should you
focus on or stop focusing on?

### Slide 13: Risks
What could go wrong. What we're watching for.

### Slide 14: What we're asking of you
Specific. Not *"be on board"* — *"do these things; stop doing those;
engage with this question."*

### Slide 15: Q&A / appendix
Prepared responses for likely questions.

## Cross-deck notes
- **The single sentence the audience should leave with:** {...}
- **The most important slide:** {Slide number — why}
- **Likely pushback and how to address:** {...}

Based on this meeting transcript (a project review, status meeting, or
function update), produce a status update deck. The audience already
has context; the deck answers: where are we, what's new, what's at
risk, what do you need.

Constraints:
- 6–12 slides
- Lead with the headline (the most important development)
- Don't recap what the audience already knows
- Be honest about misses
- End with explicit asks and decisions needed

Format:

# Deck: {Project / Function} Update — {Period}
**Audience:** {Who}
**Period covered:** {last sync to now / quarter / etc.}
**Source(s):** {Meeting(s)}
**Cadence:** One-off | Weekly | Monthly | Quarterly

## Slide-by-slide content

### Slide 1: Headline
The single most important development. Not *"Q3 Update"* — *"We hit X
milestone two weeks ahead of plan; the next bet is Y."*

### Slide 2: Where we are
Status against plan. Concrete.
- **On track:** {items}
- **Behind:** {items + brief context}
- **Ahead:** {items}

**Visual:** Often a scorecard or RAG chart.

### Slide 3: Major progress / wins
What got done that matters. Three to five items maximum.

### Slide 4: Misses / where we're behind
Honest. Specific reasons. Not *"tracking slightly behind on X"* but
*"X is two weeks late because {reason}. We're addressing by {action}."*

### Slide 5: What we learned
For projects with substantive learning.

### Slide 6: What's coming
The next period's focus.

### Slide 7: Risks and asks
- **Risks we're watching:** with current read
- **Asks of you:** specific input / decision needed

### Slide 8 (optional): Appendix
Detailed metrics, related work, supporting material.

## Cross-deck notes
- **What changed from last update:** {if recurring}
- **Decisions needed at this presentation:** {explicit}