Imported from arjundrath-star/klade-analyst (clients/_archived/reid/skills/meeting-debrief-pro/SKILL.md). Install upstream with npx skills add arjundrath-star/klade-analyst --skill meeting-debrief-pro. Copyright stays with the author.

meeting-debrief-pro

Turn meetings into structured debriefs with automatic action tracking. This is the skill that ensures nothing falls through the cracks after a call — every decision captured, every action item assigned, every commitment documented. A proper debrief is an accountability document that the team can reference weeks later and know exactly what was decided and who owns what.

Trigger

• "Debrief from [meeting/call]"
• "Summarize this call transcript"
• "Meeting notes for [meeting name]"
• "What were the action items from [call]?"
• "Post-meeting summary"
• "Debrief the management call"
• "Process these meeting notes"

Inputs

• Transcript/notes: full transcript, recording notes, or manual bullet points (required)
• Meeting type: IC meeting / client call / management meeting / expert call / board meeting / deal team / diligence call (default: auto-detect)
• Attendees: list of participants with roles (if available)
• Agenda: pre-meeting agenda items (if available)
• Prior context: previous meeting notes, open action items from last session
• Sensitivity: internal / client-shareable / confidential

Dependencies

• transcript-to-delta-note — if processing an earnings call specifically
• memo-scribe — if debrief needs to feed into a formal memo

Methodology

Step 1: Parse and Segment the Transcript

Break the raw input into logical discussion segments:

• Identify speakers and attribute statements (if transcript has speaker labels)
• Group by topic — cluster related discussion into coherent topics
• Separate prepared remarks from discussion — structured presentation vs. open dialogue
• Flag Q&A segments — questions and answers paired together
• Note timestamps (if available) for reference back to recording

Step 2: Extract Key Decisions

Decisions are final determinations — things the group agreed to:

• State the decision clearly — "Decided to proceed with Option B at $XXM" not "Discussed options"
• Note the decision-maker — who made/approved the call
• Capture the rationale — WHY this decision was made (critical for future reference)
• Flag conditional decisions — "Will proceed IF [condition is met]"
• Distinguish from discussions — ongoing deliberations are NOT decisions

Step 3: Identify Action Items

Every action item must have four elements (no exceptions):

1. What: specific, measurable deliverable
2. Who: named owner (not "the team")
3. When: deadline (specific date, not "soon")
4. Status: open / in progress / blocked / completed

Extract action items from:

• Direct assignments ("John, can you run the sensitivity?")
• Implied commitments ("I'll have that ready by Friday")
• Follow-up requests ("We need to circle back on pricing")
• Deferred items ("Let's table this and revisit next week")

Step 4: Capture Commitments and Promises

Separate from action items — these are commitments made to external parties:

• Client commitments: "We'll deliver the preliminary valuation by Thursday"
• Management promises: "We'll provide the updated financials by EOW"
• Internal commitments: "Deal team will have the IC memo ready for Monday's meeting"

These are higher-stakes than internal action items and need explicit tracking.

Step 5: Document Open Items and Parking Lot

Items that were raised but not resolved:

• Questions requiring follow-up research
• Disagreements that need resolution (note both positions)
• Items deferred to future meetings with expected timing
• Information gaps identified — what data is needed and from whom

Step 6: Assess Meeting Tone and Dynamics (for Client/Management Calls)

For external meetings, capture soft intelligence:

• Overall tone: constructive / tense / routine / defensive / enthusiastic
• Body language cues (if in-person or video): engagement level, side conversations
• Key concerns expressed: what worried the counterparty most
• Unspoken signals: what wasn't said that should have been (e.g., management avoided guidance questions)
• Relationship health: improving / stable / deteriorating

Step 7: Generate Follow-Up Plan

Consolidate into an actionable follow-up checklist:

• Immediate (within 24 hours): thank-you emails, distribute materials, urgent items
• This week: action items with near-term deadlines
• Longer-term: items due in coming weeks, calendar next meeting
• Escalation items: anything requiring senior attention or decision

Output Format

📋 Meeting Debrief — [Meeting Name]
Date: [Date] | Time: [Start-End] | Duration: [XX min]
Type: [Meeting Type] | Sensitivity: [Internal/Client-Shareable/Confidential]

Attendees:
- [Name] ([Role/Title], [Firm]) — [Present/Dial-in/Absent]
- [Name] ([Role/Title], [Firm]) — [Present/Dial-in/Absent]

━━━ EXECUTIVE SUMMARY ━━━
[2-3 sentence summary of what was discussed, decided, and what happens next.
Someone who reads only this paragraph should understand the meeting outcome.]

━━━ KEY DECISIONS ━━━
| # | Decision | Rationale | Decided By | Conditions |
|---|----------|-----------|------------|------------|
| 1 | [Decision] | [Why] | [Name] | [If any] |
| 2 | [Decision] | [Why] | [Name] | — |

━━━ ACTION ITEMS ━━━
| # | Action | Owner | Deadline | Priority | Status |
|---|--------|-------|----------|----------|--------|
| 1 | [Specific deliverable] | [Name] | [Date] | High | Open |
| 2 | [Specific deliverable] | [Name] | [Date] | Med | Open |
| 3 | [Specific deliverable] | [Name] | [Date] | Low | Open |

━━━ COMMITMENTS (EXTERNAL) ━━━
| # | Commitment | Made To | Made By | Deadline |
|---|-----------|---------|---------|----------|
| 1 | [Promise to client/counterparty] | [Party] | [Name] | [Date] |

━━━ DISCUSSION SUMMARY ━━━
**Topic 1: [Title]**
- [Key points discussed]
- [Conclusion reached or position of each party]
- Relevant quote: "[Verbatim quote if significant]" — [Speaker]

**Topic 2: [Title]**
- [Key points discussed]
- [Conclusion reached or position of each party]

**Topic 3: [Title]**
- [Key points discussed]

━━━ OPEN ITEMS / PARKING LOT ━━━
| # | Item | Raised By | Expected Resolution | Assigned To |
|---|------|-----------|--------------------| ------------|
| 1 | [Unresolved question] | [Name] | [Date/Next Meeting] | [Name] |

━━━ MEETING DYNAMICS ━━━ (for external calls)
Overall Tone: [Constructive / Tense / Routine]
Key Concerns: [What worried the counterparty most]
Signals: [Notable observations about engagement, avoidance, enthusiasm]
Relationship Status: [Improving / Stable / Needs Attention]

━━━ FOLLOW-UP PLAN ━━━
Immediate (24h):
- [ ] [Send follow-up email to [person]]
- [ ] [Distribute [materials]]

This Week:
- [ ] [Complete [deliverable] — Owner: [Name]]
- [ ] [Schedule follow-up call — Owner: [Name]]

Next Meeting: [Proposed date/time and agenda items]

━━━ TRIPLE-THREAT LENS ━━━
🏦 Banker: [Deal process implications — did this meeting advance the transaction?
What are next steps in the process timeline? Any new competitive dynamics
revealed? Client relationship management actions needed?]

📊 Accountant: [Were any financial representations made that need verification?
Diligence items identified? Accounting policy discussions that affect modeling?
Any commitments with financial/resource implications?]

💰 Wealth Manager: [Client service angle — is the client satisfied with progress?
Any changes to investment thesis or portfolio strategy discussed?
Fee/billing discussions? Compliance items raised?]

Quality Gates

• Every action item has all four elements: what, who, when, status
• Decisions clearly distinguished from ongoing discussions
• Verbatim quotes captured for critical commitments (exact words matter)
• Attendee list complete with roles and attendance status
• Conflicting statements or unresolved disagreements explicitly flagged
• External commitments separated from internal action items (higher accountability)
• Open items have expected resolution timeline
• Follow-up plan is actionable (not just "follow up on things")
• Meeting dynamics captured for external calls (soft intelligence is valuable)
• Debrief distributed within 24 hours of meeting (timeliness matters)
• Prior meeting's action items reviewed for status updates
• Sensitivity classification applied (don't share internal dynamics externally)

Professional Standards

What separates A from B:

• A-grade: Every action item has a named owner and specific deadline (not "the team" or "ASAP"). Decisions include rationale (not just what was decided, but why). Commitments to external parties tracked separately with higher visibility. Meeting dynamics captured to inform strategy. Follow-up plan has immediate, near-term, and longer-term buckets. Debrief distributed same day.
• B-grade: Action items listed without owners or deadlines. Decisions mixed with discussions (unclear what's final). No distinction between internal and external commitments. Generic "follow up" without specific plan. Debrief arrives days late when context is forgotten.

Common pitfalls:

• Assigning action items to "the team" instead of a named individual (accountability dies)
• Confusing discussions with decisions ("We talked about doing X" ≠ "We decided to do X")
• Not capturing the rationale for decisions (6 months later, no one remembers WHY)
• Missing implied commitments ("I'll take a look at that" = action item for speaker)
• Ignoring meeting tone/dynamics for external calls (soft intel often more valuable than hard)
• Over-summarizing Q&A segments (lose the nuance of how questions were answered)
• Not reviewing prior meeting's action items for carry-forward
• Sharing internal dynamics/observations with external parties

See Also

• transcript-to-delta-note — for earnings call transcript processing
• memo-scribe — when debrief feeds into formal investment memo
• weekly-recap — when meeting insights feed into weekly summary