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From fpa-essentials
Summarizes a long board or management pack (PDF or text) into a one-page, decision-focused brief covering decisions sought, financial highlights and movements, risks, and open actions with owners, for FP&A teams, finance business partners, chiefs of staff, and board secretaries preparing for or debriefing a board meeting. Use when a user shares a board pack, board deck, management accounts pack, committee papers, or a long board deck and wants a consistent, skimmable executive summary, pre-read, decisions log, action tracker, or post-meeting action log for board reporting and finance summary.
npx claudepluginhub kimonarrow/ledgerskills --plugin fpa-essentialsHow this skill is triggered — by the user, by Claude, or both
Slash command
/fpa-essentials:board-pack-summarizerThe summary Claude sees in its skill listing — used to decide when to auto-load this skill
Board and management packs routinely run 40 to 150 pages: CEO narrative, finance section, KPI dashboards, project updates, risk register extracts, and committee papers. Directors and executives need the signal, not the volume. This skill turns a long pack into a single skimmable page organised around four questions a board actually asks: what are we being asked to decide, how is the business pe...
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Board and management packs routinely run 40 to 150 pages: CEO narrative, finance section, KPI dashboards, project updates, risk register extracts, and committee papers. Directors and executives need the signal, not the volume. This skill turns a long pack into a single skimmable page organised around four questions a board actually asks: what are we being asked to decide, how is the business performing, what could go wrong, and who owes what by when. It is built for FP&A analysts, finance business partners, chiefs of staff, board secretaries, and CFO office teams who assemble pre-reads or write up minutes-adjacent action logs. It summarizes only the document the user provides; it does not invent numbers or fetch external data.
Do not use this to give an opinion on whether a proposed decision is correct, to forecast, or to opine on accounting treatment. It organises and condenses what the pack says.
Provide one of:
Useful but optional context: the entity name and reporting period, the meeting date, the names/roles of attendees (to attribute actions), and any house style (currency, units, date format).
A bundled synthetic sample, samples/sample-board-pack.md, contains a fictional one-page extract for Aurora Components Ltd. Use it to see the expected input shape and to dry-run the methodology.
Work strictly from the source. If a figure or owner is not in the pack, mark it [not stated] rather than guessing. Never reconcile or recompute figures the pack does not show; if the pack's own subtotals look inconsistent, flag it as a check, do not silently "fix" it.
Map the pack. Skim the contents/agenda first. Identify the standard sections: cover/agenda, minutes/matters arising, CEO or executive report, finance/management accounts, KPIs, functional updates (sales, ops, people, product), risk, and any decision papers (often titled "for approval", "for decision", "recommendation", or "the Board is asked to"). Note page ranges so every claim can be traced.
Extract decisions sought. Scan for explicit decision language: "approve", "recommend", "the Board is asked to", "for approval", "ratify", "authorise", "delegate". For each, capture: the decision title, the recommendation as written, the sponsor, the financial magnitude (capex/opex/headcount/limit), and any condition or approval threshold referenced (e.g. spend above a delegated-authority limit). Distinguish decisions (a vote is sought) from items for noting (information only). This separation is the single most valuable output.
Extract financial highlights and movements. From the finance section pull the headline measures the pack itself emphasises, typically: revenue, gross margin, EBITDA or operating profit, net profit, cash/liquidity, and net debt. For each, record actual, the comparator the pack uses (budget, prior period, prior year, or forecast), and the variance. Compute variance only from numbers explicitly present: absolute variance = actual minus comparator; percentage variance = absolute variance / comparator (state the denominator). Label favourable/adverse from a P&L perspective (higher revenue favourable; higher cost adverse). Surface the two or three movements management calls out as drivers; do not editorialise causes the pack does not give. Apply a materiality lens so the summary stays to one page: prioritise the largest absolute variances and anything breaching a stated covenant, budget, or threshold.
Extract risks and issues. Capture risks named in the CEO report, risk register extract, or any "key risks" callout. For each: a short title, direction (new / increasing / stable / decreasing if the pack states it), and any mitigation or owner mentioned. Treat covenant headroom, going-concern language, litigation, regulatory matters, and liquidity warnings as high priority and never drop them for space.
Extract open actions and owners. Pull from "matters arising", action logs, and any "next steps". For each action capture: description, owner (person or function as named), due date, and status (open / in progress / done / overdue) if stated. If an action has no owner or date in the pack, record the action and mark the gap [owner not stated] / [due date not stated] - visible gaps are useful to the board.
Note period-over-period changes (if a prior pack was provided). Flag what is new, what closed, and any KPI that crossed a target or covenant line since last period.
Self-check before output. Confirm every decision, number, risk, and action is traceable to a page or section. Confirm decisions-sought are separated from noting items. Confirm no external facts were introduced.
Keep the language plain and neutral. The board reads tone; do not advocate.
Produce a single Markdown one-pager titled with the entity and period, in this fixed order so it is skimmable across meetings:
# | Decision | Recommendation | Sponsor | Financial impact | Page. List only items where a vote/approval is requested.Metric | Actual | Comparator (basis) | Variance | Var % | F/A | Page. Below it, 2-3 driver bullets quoting management's stated reasons.Risk | Direction | Mitigation / Owner | Page.Action | Owner | Due | Status | Page.[not stated] gaps.If the user prefers, also offer the decisions table and actions table as standalone CSVs. Keep the whole brief to roughly one printed page; push detail into the tables, not prose.
[not stated], never filled.Using samples/sample-board-pack.md (Aurora Components Ltd, May 2026):
[not stated] - Open.The result is a one-pager a director can absorb in two minutes and use to run the meeting.
Disclaimer: This skill is a drafting and analysis aid, not professional advice. It does not provide accounting, audit, tax, investment, or legal advice. All output must be reviewed and approved by a qualified professional before use or reliance.
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