meeting-synthesis

# 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

- Use the meeting artifact as the primary source of truth.
- Do not inflate tentative discussion into final decisions.
- Keep attribution explicit when it is known and unforced when it is not.
- Preserve material disagreement or open risk instead of smoothing it away.
- Separate "decided", "assigned", and "discussed".

## Output

Default output:

- meeting purpose and quick summary
- decisions made
- action items with owners if known
- risks and unresolved questions
- recommended next follow-up
- optional follow-up message or memo input

## Works Well With

- `research-synthesis` when interviews or diligence calls become part of the evidence set
- `deal-memo-drafting` when management or partner calls inform the recommendation
- `competitive-analysis` when customer or market conversations sharpen the market picture

## Notes

- This skill should reduce ambiguity, not create false closure.
- The most valuable meeting output is often the list of unresolved questions.