Leadership workflows,
powered by AI.

The board pack waiting on five teams. The goals that pull in different directions. The decision that keeps coming back. Bring the evidence, options and unresolved questions into one place before the next leadership conversation. These are illustrative workflows.

Browse every work area
Board pack still in pieces?Reports, missing evidence and the decisions directors are being asked to make.What needs your attention this week?Cash, customers, delivery and commitments in a single company view.Are teams pursuing different versions of the plan?Company priorities compared with team goals and the tradeoffs between them.Deciding the same thing again?Earlier decisions, competing evidence and unresolved commitments brought back into view.

Built for the AI you already use.

  • ChatGPT
  • Claude
  • Copilot
  • Gemini

Explore the work behind the next decision.

Start with a job you recognize. Open it to see what gets prepared, the questions that remain and where a person decides.

Illustrative workflows, adapted to your own procedures and standards. Each needs to be scoped to your operation. Scheduling and system connections are possible setups, scoped separately. People retain the decisions shown.

Board and investor reporting

Prepare the business story and the questions that need a board decision.

A board agenda is ready for supporting material.A draft pack with decision requests, report references and missing contributions.

Assemble the papers for the next board decision

Bring these each run
Agenda, approved financial reports, team updates and prior board papers.
The person decides
The chief executive confirms the recommendation and chair approves the agenda.
Keep the exceptions visible
Conflicting periods and unsupported results remain marked for the report owner.
Work it connects
The chief executive, finance lead and board.

Possible setup. From approved files. On request.

The owner requests the next investor update.A draft showing progress against plan, setbacks, requests and source notes.

Draft the investor update from agreed results

Bring these each run
Finance-approved results, team milestones, prior update and agreed requests.
The person decides
The chief executive verifies the narrative and approves recipients and release.
Keep the exceptions visible
Forecasts stay distinct from recorded results; sensitive details need distribution approval.
Work it connects
The chief executive, finance lead and board.

Possible setup. From approved files. On request.

The board asks management to compare ownership or business direction options.An options paper with assumptions, dependencies and questions for advisers.

Put strategic alternatives beside each other

Bring these each run
Management proposals, approved projections, stakeholder constraints and adviser materials.
The person decides
The board selects the path; financial and legal advisers verify specialist conclusions.
Keep the exceptions visible
Unpriced options and missing diligence remain gaps, not implied valuations.
Work it connects
The chief executive, finance lead and board.

Possible setup. From approved files. On request.

Business briefings

See changes across the company before choosing where to intervene.

The owner requests a snapshot through a separately scoped connection.A brief linking cash, sales, delivery commitments and items needing attention to their sources.

Prepare a current view of the whole business

Bring these each run
Approved read access to selected finance, customer and work systems, with agreed definitions.
The person decides
The owner chooses which issues need intervention and assigns the discussion.
Keep the exceptions visible
Unavailable systems and mismatched reporting periods remain visible.
Work it connects
The owner, executive team and department heads.

Possible setup. Through a scoped connection. On request.

A separately scoped weekly run receives the agreed exports.A week-ahead brief of business changes, commitments and decisions due.

Prepare the week ahead from the latest exports

Bring these each run
Dated finance and pipeline exports, calendar extract and department updates.
The person decides
The owner confirms priorities and which commitments to escalate.
Keep the exceptions visible
Late exports are identified by date; missing updates are not treated as no change.
Work it connects
The owner, executive team and department heads.

Possible setup. From an approved export. On a schedule, with review.

A separately scoped reporting schedule reaches its agreed cutoff.A draft pack using agreed measures, comparisons and an exception list.

Refresh the standing management pack

Bring these each run
Approved report definition, current exports and prior-period results.
The person decides
The executive sponsor accepts the reporting basis and decides the follow-up.
Keep the exceptions visible
Changed metric definitions and incomplete periods are flagged before comparison.
Work it connects
The owner, executive team and department heads.

Possible setup. From an approved export. On a schedule, with review.

Strategy and alignment

Turn company ambitions into choices that teams can interpret consistently.

A major commitment depends on uncertain external conditions.Scenario comparisons showing vulnerable assumptions and possible response points.

Test the plan against different conditions

Bring these each run
Strategy, constraints, source evidence and proposed changes in key conditions.
The person decides
Leadership chooses which assumptions to test and what commitments to make.
Keep the exceptions visible
Scenarios are possibilities; their narratives do not establish probabilities.
Work it connects
The chief executive and functional leaders.

Possible setup. From approved files. On request.

Leadership is reviewing goals for the next planning period.A map of goals without a company priority, competing targets and unresolved ownership.

Find where team goals pull against each other

Bring these each run
Company strategy, team goals, resource constraints and owner explanations.
The person decides
The chief executive resolves competing priorities with department heads.
Keep the exceptions visible
An unclear goal is a question for its owner, not proof of poor execution.
Work it connects
The chief executive and functional leaders.

Possible setup. From approved files. On request.

Recurring leadership meetings are crowding out decisions.A proposed reporting and meeting calendar with a purpose, inputs and decision owner for each forum.

Redesign the leadership meeting rhythm

Bring these each run
Current meeting list, report schedule, decision delays and leadership priorities.
The person decides
The chief executive chooses which forums to keep, change or retire.
Keep the exceptions visible
Board requirements and essential operational meetings need their owners to confirm changes.
Work it connects
The chief executive and functional leaders.

Possible setup. From approved files. On request.

Business model and capital choices

Prepare the reasoning behind where the company puts its attention and resources.

Leadership wants to test a new business model or a change to the current one.A model summary separating supported facts from assumptions and proposing evidence to gather.

Expose the assumptions in the business model

Bring these each run
Customer evidence, revenue model, cost structure, delivery capabilities and partner dependencies.
The person decides
The executive sponsor chooses which assumptions warrant investment in testing.
Keep the exceptions visible
An attractive narrative is not evidence of demand or viable economics.
Work it connects
Leadership, business unit owners and finance.

Possible setup. From approved files. On request.

A portfolio review needs a common basis for discussing business units.A comparison of strategic fit, recorded performance, dependencies and open questions.

Compare where to invest across business lines

Bring these each run
Business unit reports, strategy, finance-reviewed forecasts and shared-resource map.
The person decides
Leadership decides where to invest, investigate or reduce commitment.
Keep the exceptions visible
Accounting differences and untested synergy estimates stay explicit.
Work it connects
Leadership, business unit owners and finance.

Possible setup. From approved files. On request.

The founder wants to assess preparation for a possible raise.A readiness brief listing supported claims, missing materials and questions for advisers.

Find the evidence missing from a fundraising story

Bring these each run
Company facts, approved metrics, product evidence, pitch draft and intended use of funds.
The person decides
The founder decides whether to proceed; advisers assess terms and financing choices.
Keep the exceptions visible
No investor interest, valuation or funding outcome is inferred.
Work it connects
Leadership, business unit owners and finance.

Possible setup. From approved files. On request.

Decisions and follow-through

Keep evidence, judgment and commitments distinct in the company decision record.

A leadership meeting ends with decisions to record.A draft decision log with rationale, owners, dates and unresolved points.

Capture what leadership actually decided

Bring these each run
Meeting notes, proposed resolutions and the chair's confirmed decisions.
The person decides
The chair confirms decisions and owners accept their actions.
Keep the exceptions visible
Discussion, silence and a suggested action do not establish agreement.
Work it connects
Decision owners, the chief executive and leadership meeting participants.

Possible setup. From approved files. When an agreed event happens.

A proposed company decision may change an earlier commitment.A comparison of the proposal with recorded decisions and actions still open.

Find commitments that contradict earlier decisions

Bring these each run
Approved decision log, proposed change and current action updates.
The person decides
The accountable executive explicitly keeps, replaces or reopens the prior decision.
Keep the exceptions visible
Unapproved meeting notes stay separate from the decision record.
Work it connects
Decision owners, the chief executive and leadership meeting participants.

Possible setup. From approved files. On request.

Leadership wants a challenge before committing to a major choice.An evidence table testing alternative explanations and naming what could change the conclusion.

Test the evidence behind a preferred option

Bring these each run
Decision brief, supporting evidence, alternative options and known uncertainties.
The person decides
The decision owner chooses whether to proceed or seek more evidence.
Keep the exceptions visible
A counterargument is not a finding; missing evidence stays unknown.
Work it connects
Decision owners, the chief executive and leadership meeting participants.

Possible setup. From approved files. On request.

Owner transitions and advisers

Prepare for changes in ownership, leadership support and strategic relationships.

An owner starts exploring a future sale or succession.A preparation list of company records, operational dependencies and adviser questions.

Organize the questions before an ownership transition

Bring these each run
Ownership records, approved business reports, key agreements and owner objectives.
The person decides
The owner sets the process with financial, tax and legal advisers.
Keep the exceptions visible
No price, buyer appetite or transaction timetable is promised.
Work it connects
Owners, the chief executive and retained advisers.

Possible setup. From approved files. On request.

A founder is considering adding an adviser.A draft mandate with the specific problem, expected contribution, boundaries and review points.

Define what an adviser is being asked to contribute

Bring these each run
Company priorities, capability gaps, proposed adviser role and available time.
The person decides
The founder chooses the mandate; counsel reviews engagement and compensation terms.
Keep the exceptions visible
Reputation alone does not demonstrate fit or permission to use a name publicly.
Work it connects
Owners, the chief executive and retained advisers.

Possible setup. From approved files. On request.

An executive requests context before a company-level decision conversation.A situation brief of known history, stakeholder positions, choices and unanswered questions.

Prepare for a consequential partner conversation

Bring these each run
Approved relationship records, decision history and a clearly bounded question.
The person decides
The executive selects the negotiating position and commitments to discuss.
Keep the exceptions visible
Unverified accounts of another party's intentions remain attributed observations.
Work it connects
Owners, the chief executive and retained advisers.

Possible setup. From approved files. On request.

From “I prompt it”
to “it is ready to review.”

Start with a simple version of one job. Make the preparation more automatic as the inputs, rules and review process become reliable.

On request

Bring the files or exports. Run the preparation when you need it, and review what comes back.

First, agree the useful output.

On a schedule

Prepare the review at an agreed interval, with a clear owner for exceptions and missing inputs.

Next, establish access and a review queue.

When something happens

An agreed event starts the preparation. Duplicate records, failures and retries have somewhere to go.

Then, test the trigger and recovery.

The person still approves the payment, releases the work or sends the message. Scheduling and integrations are scoped to the job.

Already have a prompt
that gets you most of the way?

That is a useful starting point. Bring the prompt, an example result and the part you still have to chase or fix.

We can start by examining what you have: its inputs, the exceptions it misses and what would make it reliable enough to hand off.

Describe what you have built
How we build and review the work

Your way of doing the work, ready for the team.

Your leaders know which numbers merit a question, which tradeoffs keep recurring and how the board expects a decision to be framed. Capture those habits in reusable preparation.

Fully Powered Studio captures the steps, exceptions and standards in your procedures and your people's experience. They become reusable instructions, templates and checks for the next run.

Capture what works with Fully Powered Studio

Start with the records you already have.

Start with chosen reporting templates and invented company records. Your team runs real work in its own AI workspace. Connections and scheduled preparation are separately scoped.

Begin with approved files and exports in your own AI workspace. Live connections and scheduled preparation can be scoped as the work becomes reliable.

Security and your informationWork that crosses systems

AI prepares. Your people decide.

Executives and directors choose priorities, investments and commitments. Finance validates figures, and qualified advisers retain responsibility for legal, tax and transaction advice.

Test ordinary work alongside missing records, conflicting information and unusual cases. A useful output shows what it checked and what it could not assess.

Evals, validation & verification

Build the capability you need next.

A growing company may need its first board reporting routine, decision log or strategy review. We adapt general methods to the owners, reporting rhythm and decisions involved.

We select reusable methods and templates, tailor them to your organization, guide first use and refine the package with your team.

Build what's missing

What is your
version of this?

One job is enough to start.

Describe what comes in, what you do now and what you wish would be ready without another prompt.

Prepare a discussion outline. Your answers stay in this browser tab. You can edit and copy the outline to bring to a conversation. Nothing is sent or saved.

Go straight to a fit call

One recurring job.
Or a connected department.

Start with one workflowFind a focused starting point in work you already do.Map your department against thisExplore connected workflows, ownership and implementation.

Existing sprints, scope and pricing are on Get started. Establishing a function? Explore building a new capability.

Which job would you like ready to review?

Bring one recurring leadership decision and the reports that should make it easier to take.

Book a 30-minute fit call.