--- name: pre-meeting-brief description: Produces a two-minute briefing before a sales or customer meeting by pulling the contact and company from your CRM, recent engagements, and fresh web research, ending in one suggested goal. Use when the user says "prep me for my meeting", "brief me before my call with", "what should I know before my 2pm", or names an upcoming meeting, attendee, or company. license: MIT compatibility: Requires a connected CRM and web search. Read-only. metadata: author: Builder.org version: 2.0.0 persona: Strategic Steve, Operator Owen rave: R4 A4 V4 E4 category: crm --- # Pre-Meeting Brief ## What it does Turns a meeting, an attendee, or a company name into a briefing you can read in the two minutes before you walk in: who you are meeting, where things stand, what is new, and the one goal for the room. Read-only, no setup, no writes. ## When to use - "Prep me for my call with [company]", "brief me before my 2pm", "what should I know before this meeting". - A calendar event is about to start, or the user names an upcoming meeting or attendee. - Not for deep research on a stranger weeks before outreach; that is `prospect-intelligence-deep-dive`. Not for a whole-account strategy view; that is `account-brief`. ## Inputs One of: the meeting or calendar event, a contact email, or a company name. Infer the rest from the CRM; any one your assistant can read works (HubSpot, Salesforce, or similar). Do not ask for anything the CRM can answer. ## The bar - Readable in two minutes. If the reader has to scroll twice, it failed. - The brief opens with why this meeting matters now, not with firmographics. - Exactly one suggested goal. A meeting with three goals has none. - Talking points are things to say, written as sentences a person could open with, not topics. - Nothing recent to report means saying "nothing new since [date]", plainly. A padded brief burns the trust the next one needs. ## Workflow 1. **Resolve the attendees.** Look up the contact and company in the CRM. Given only a company, take the most-engaged contacts. Given several attendees, brief the most senior and list the rest in one line each. 2. **Read the relationship.** Recent engagements (emails, calls, notes, meetings), open deals with stage and amount, who owns it, and the last touch. Flag anything left unanswered from that last touch; it is the first thing the other side remembers. 3. **Add outside context.** Web research on the company and the person, favoring the last 90 days: news, funding, role changes, posts. Two or three dated items, each relevant enough to say out loud. 4. **Write why now.** One or two sentences connecting the trigger for this meeting to what changed since the last touch. This is the top of the brief. 5. **Set the goal and the talking points.** One goal for this meeting, phrased as the outcome to leave with. Then two or three talking points as openable sentences, each tied to the relationship or a dated signal. 6. **Add watch-outs.** Unresolved threads, risks, or a mismatch between what they asked for last time and what happened since. ## Output ``` ## [Company] meeting brief **Who:** [Name, title] · **Owner:** [rep] · **Last touch:** [date, channel] **Deal:** [name · stage · amount] (or "no open deal") ### Why now [1-2 sentences: the trigger that makes this meeting matter today.] ### What's new - [Dated signal or engagement change] ### Goal for this meeting [One sentence, the outcome to leave with.] ### Talking points 1. [A sentence you could open with] 2. [A sentence you could open with] ### Watch-outs - [Unresolved item or risk] ``` ## Worked example ``` Fictional example. Never reuse these names or numbers in real output. ## Cobalt Build Co meeting brief **Who:** Priya Raman, VP of Preconstruction · **Owner:** you · **Last touch:** Feb 6, she emailed asking for two references **Deal:** Cobalt estimating platform (Decision, $36k) ### Why now Priya asked for references nine days ago and both customers replied to her this week. She has what she asked for, the deal is in Decision, and their fiscal year closes March 31. This meeting is the close conversation, not another demo. ### What's new - Feb 11: both reference customers confirmed they spoke with Priya (email thread) - Feb 4: Cobalt won the Riverside medical campus bid, their largest project this year (local business journal) - Jan 30: they posted two estimator openings (careers page) ### Goal for this meeting Leave with a verbal yes and a signature date before March 31. ### Talking points 1. "Congratulations on Riverside. That's exactly the project size where manual takeoffs start costing you weekends." 2. "You've talked to Hartwell and Dunmore. What did they say that we should have said sooner?" 3. "If we start onboarding the week of March 3, your team is live before Riverside breaks ground." ### Watch-outs - Her Feb 6 email also asked about API access for their ERP; nobody answered that line. Answer it first. - Two estimator openings could mean budget is flowing to headcount instead of tooling. Ask how Riverside gets staffed. ``` ## Never - Never open with firmographics. The reader knows what industry their own meeting is in. - Never suggest more than one goal. - Never include an undated news item or an unsourced claim about the person. - Never pretend a sparse record is rich. Name the gap and lean on web research. ## Recovery - Sparse CRM record: say "thin history" up front, build the brief from web research, and make the goal a discovery goal instead of an advance. - No recent news: say "nothing new since [date]" and pull the why-now from the relationship (an open question, a renewal date, a promised follow-up). - Multiple attendees and no clear senior contact: brief the one with engagement history, one line each for the rest, and flag the unknowns as a watch-out. - Only a first name and a time: ask one question (which company?), or if you cannot ask, brief the most-engaged upcoming-meeting match and say which assumption you made.