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INTRO
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Running an Effective Startup Board Meeting

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A powerful outline for early stage CEOs when preparing for their board meetings.
AUTHOR
As featured by Sequoia Capital
Board Meeting Template
Frameworks
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Jim Benton updated Sales/Growth team update: performance against Growth Team KPIs - Marketing update: performance against Marketing KPIs in COMPANY BUILDING on Sat Jul 27 2019 20:09:27
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Jim Benton moved Corporate marketing update: execution on positioning, brand, messaging, and PR. from after Monthly Waterfalls for a) revenue b) burn c) cash balance d) headcount to after Growth team update: performance against Growth Team KPIs - Marketing update: performance against Marketing KPIs on Sat Jul 27 2019 20:09:23
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Jim Benton added Corporate marketing update: execution on positioning, brand, messaging, and PR. in COMPANY BUILDING on Sat Jul 27 2019 20:09:21
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Jim Benton updated Engineering + technical update: include major launches + achievements since last meeting; surface challenges, where help is needed in COMPANY BUILDING on Sat Jul 27 2019 19:56:29
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Jim Benton updated Running an Effective Board Meeting privacy setting from PR to PU on Mon Oct 22 2018 19:08:39
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Jim Benton updated Running an Effective Board Meeting category to 28 on Mon Oct 22 2018 19:08:39
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Jim Benton updated Running an Effective Board Meeting show metrics to SHOW on Mon Oct 22 2018 19:08:39
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Jim Benton updated Running an Effective Board Meeting show in directory from N to Y on Mon Oct 22 2018 19:08:39
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Jim Benton updated Running an Effective Board Meeting is template from N to Y on Mon Oct 22 2018 19:08:39
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Jim Benton updated Running an Effective Board Meeting at Early-Stage Startups on Mon Oct 22 2018 19:08:39
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Jim Benton updated A nice outline for early stage CEOs when preparing for their board meetings. on Mon Oct 22 2018 19:08:39
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Jim Benton updated As featured by Sequoia Capital on Mon Oct 22 2018 19:08:39
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Jim Benton updated Running an Effective Board Meeting link url to https://www.sequoiacap.com/article/preparing-a-board-deck/ on Mon Oct 22 2018 19:08:39
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Jim Benton updated Quality: Every company should have a simple way of measuring the quality of the cust experienceexp. This might be a Net Promoter Score in COMPANY BUILDING on Mon Oct 22 2018 19:06:47
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Judy Butler
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Burt Crumb
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@JaneSmith goes to the ocean
Went surfing today and rode a huge wave
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MARKETING SEO -Win the market and all the users for years to come
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Template Library
Frameworks
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Q2 2024
Board Meeting

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BIG PICTURE

JB
15 minutes, CEO Update
Close
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Highlights since last meeting 
JB
21
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notes
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Lowlights/challenges since last meeting 
JB
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notes
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Where the company needs help (e.g. hiring, customers, partnerships, product, and marketing) 
JB
21
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notes
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CALIBRATION

JB
45 minutes to 60 minutes
Close
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Top-of-the-funnel metrics: performance vs. plan + future forecast (e.g. signups, downloads and registrations) 
JB
21
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notes
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Engagement metrics: performance vs. plan + future forecast (e.g. MAU, DAU, and purchasing customers) 
JB
21
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notes
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Financial metrics: performance vs. plan + future forecast (e.g. revenue, if appropriate) 
JB
21
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notes
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Other metrics: performance vs. plan + future forecast (e.g. supply/demand for marketplaces) 
JB
21
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notes
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COMPANY BUILDING

JB
30 minutes
Close
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Forward-looking org chart: show current team and positions to be filled over the next six months 
JB
21
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notes
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Product roadmap: include major launches and achievements since last meeting; provide a view on where the company is heading 
JB
21
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notes
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Quality: Every company should have a simple way of measuring the quality of the cust exp. This might be a Net Promoter Score 
JB
21
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notes
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Engineering + technical update: major launches + achievements since last meeting; surface challenges, where help is needed 
JB
21
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notes
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Sales/Growth team update: performance against Growth Team KPIs 
JB
21
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notes
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Corporate marketing update: execution on positioning, brand, messaging, and PR. 
JB
21
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notes
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Business development: list of top 10 needle moving partners the company wants (vs. inbound partner interest) and progress on each 
JB
21
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notes
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Operations (if appropriate): performance against KPIs; surface challenges and where help is needed 
JB
21
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notes
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Quarterly P&L including YTD performance vs. plan: show burn rate and cash balance at bottom 
JB
21
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Monthly Waterfalls for a) revenue b) burn c) cash balance d) headcount 
JB
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WORKING SESSION

JB
30 minutes per topic
Close
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Topic 1 (deep dive in a particular functional area, deep dive on a large partnership opp, deep dive on a business challenge OR...) 
JB
21
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notes
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Topic 2 (deep dive on quarterly company goals, product challenges, etc.) 
JB
21
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notes
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CLOSED SESSION

JB
Close
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Formalities, stock option grant etc. 
JB
21
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notes
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Close
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21
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notes
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