Meeting Synthesis

Problem

Meeting notes are usually either too raw to reuse or too polished to trust. This skill turns them into a durable record of what happened, what was decided, what is still unresolved, and what needs to happen next.

Audience

• Primary: both operators and investors

When to Use

• Summarizing a partner, diligence, customer, or internal strategy meeting
• Extracting decisions, actions, and follow-up items from transcripts or notes
• Producing a clean meeting brief for a team or memo workflow
• Turning discussion into reusable decision context

When Not to Use

• Broad source synthesis across many documents: use research-synthesis
• Competitive market mapping without a meeting artifact: use competitive-analysis
• Final memo drafting from a full diligence packet: use deal-memo-drafting
• Reviewing spreadsheet assumptions: use financial-model-review

Required Context

Gather or confirm:

• transcript, notes, or a faithful meeting summary
• attendees and their roles if known
• the meeting purpose
• any surrounding project, deal, or strategic context
• whether the desired output is internal notes, a decision log, or a follow-up message

Process

1. Frame the meeting.
   • State what meeting this was and why it mattered.
2. Extract the real signal.
   • Separate decisions, action items, risks, unresolved questions, and useful context.
3. Attribute where possible.
   • Name owners and decision-makers when the notes support it.
4. Preserve uncertainty honestly.
   • If a point sounds important but was not resolved, keep it as unresolved.
5. Produce the right artifact.
   • Decision log, action list, follow-up draft, or meeting brief depending on the ask.
6. Optionally use Open Brain.
   • Search for prior related meetings or project notes before starting.
   • Capture key decisions or the final synthesis after the work is complete.

Evidence and Judgment Rules