Publish the Monday brief
Product usage, pipeline and feedback themes joined into one weekly executive report, keeping only the metrics that broke trend, posted before the meeting.
- Starts
- Weekly schedule
- Steps
- 5
- Checks and gates
- 0
- A person decides
- Never, runs alone
Trigger · Schedule
Weekly schedule
The run starts ahead of the weekly leadership meeting, so the brief is a pre-read rather than something opened in the room.
Claude runs the rest autonomously
- 1
AI gathers this week's agreed numbers.
Google SheetsGoogle Sheets
This week's figures come from the sheet the team already maintains, rather than being recomputed from underlying systems.
- 2
AI picks metrics that broke their trend.
Only metrics that left their recent range or moved the same way three weeks running stay in, measured against the trailing weeks.
- 3
AI extracts feedback themes with counts.
NotionNotion
The week's written-up feedback and research become recurring themes with counts, rather than individual quotes.
- 4
AI writes a one-screen brief.
The brief says what moved, what is steady in one line, themes with counts and what did not happen, with no recommendations.
- 5
AI posts the brief before the meeting.
SlackSlack
The brief lands in the channel rather than as an attachment, since anything needing a click gets opened by about half the room.
The Monday pre-read is a document somebody writes on Sunday evening or not at all. Done properly it means pulling the week's numbers, working out which of them moved, reading whatever the support and research teams wrote down, and compressing all of it to something readable in ninety seconds. Done at 8:40 on Monday it becomes a screenshot of a dashboard with no commentary.
Both halves are already written down. The numbers sit in the sheet the team maintains, and the qualitative side in whatever pages got written last week. The work is deciding what is worth mentioning, which is mostly a comparison against a trend, and that comparison is the same one every week.
What you get
One short brief waiting before the weekly meeting, carrying the numbers that moved, the ones that did not, and what changed since last week rather than a full dashboard.
What the weekly executive report reads
The run starts ahead of the weekly leadership meeting, so the brief is a pre-read and not something opened in the room. It reads from three places and writes to one.
- The week's agreed numbers, from the sheet the team already maintains in Google Sheets, with the week they cover stated explicitly.
- Customer feedback notes and research summaries written up since the last brief, from Notion.
- The team channel in Slack, where the finished brief is posted as a message rather than an attachment. Anything that needs a click to open gets opened by roughly half the people who need it.
Reading the numbers from the team's own sheet rather than recomputing them is a deliberate constraint. Every company's metrics carry definitional decisions, about which accounts count, which trials are excluded, when a churn is recognised. Recomputing from source produces a defensible number that disagrees with the one on the wall, and a brief that has to be reconciled against the dashboard before it can be discussed is a brief nobody opens twice.
Finding the metrics that actually moved
Compare against a trailing window, not against last week. Each metric is set against its previous four to eight weeks, because weekly business data moves several percent in either direction for no reason, and a brief that dutifully reports every swing teaches its readers that none of the swings matter.
A metric earns a place in the brief only when it has left its recent range, or when it has moved the same way for three weeks or more. That slow drift is the signal most worth catching, and it is invisible week on week and obvious against a trend. Everything else is summarised in one line as steady, with no figures.
Joining customer feedback to the numbers
The week's notes are read for themes, not individual quotes, and each theme carries a count. One customer saying something is an anecdote; the same thing from five is the reason to put it in front of the leadership team.
The feedback themes have to sit next to the metrics that moved. A retention number breaking its trend is a question. The same week's support notes showing five customers raising the same onboarding problem is an answer, or at least a hypothesis worth twenty minutes of the meeting. They live in different tools, which is the only reason nobody makes the connection by hand.
A brief that fits on one screen
The brief is held to what fits on a phone screen, because it competes with a Monday morning and length is the reason briefs stop being read. It says what moved and by how much, with the trend it broke; what is steady, in one line; the feedback themes with their counts; and anything that was expected to happen and did not.
It makes no recommendations. The meeting is where those get made, and a brief that arrives with conclusions attached shapes the discussion before anyone has looked at the numbers.
The prompt
The real prompt behind the steps above, detailed enough that an agent with the same tools can run it as written. The Run buttons copy the full version, which also carries the steps for connecting those tools.
# Publish the Monday brief
You have access to a spreadsheet, a documentation tool, and a
messaging tool. Run this **[before the weekly leadership meeting]**.
## 1. Gather this week's agreed numbers
Pull the weekly figures from the spreadsheet where the team already
maintains them. Read the sheet as the source rather than
reconstructing the metrics from underlying systems: whatever
definition the team has agreed is in that sheet, and quietly computing
a different one produces a brief that disagrees with everything else
the company looks at.
State the week the figures cover explicitly.
## 2. Pick metrics that broke their trend, not last week's swings
For each metric, compare against the trailing four to eight weeks
rather than against the single previous week. Week-on-week comparison
on weekly data is almost all noise, and a brief that calls out a 9%
swing every Monday trains people to stop reading it.
A metric earns a place in the brief only when it has moved outside its
recent range, or when it has moved consistently in the same direction
for three weeks or more. A slow drift is the thing most worth catching
and the thing a week-on-week view never shows.
Everything else is summarised in one line as steady, with no figures.
## 3. Extract feedback themes with counts
Read the documentation tool for the week's customer feedback notes,
research summaries and anything written up since the last brief.
Extract themes, not individual quotes, with counts: what came up
repeatedly and how often. One customer saying something is an
anecdote; the same thing from five is the reason to put it in front of
the leadership team.
Where a theme lines up with a metric that moved, say so. That
connection is the most useful sentence a brief can contain, and it is
the one nobody makes when the numbers and the notes live in different
tools.
## 4. Write a one-screen brief
Structure:
- What moved, and by how much, with the trend it broke.
- What is steady, in one line and no more.
- Themes from customer feedback, with counts.
- Anything that did not happen that was expected to.
Hold it to what fits on a phone screen. The brief competes with a
Monday morning, and length is the reason briefs stop being read.
No recommendations. The meeting is where those get made, and a brief
that arrives with conclusions attached shapes the discussion before
anyone has looked at the numbers.
## 5. Post the brief before the meeting
Post to the channel, not as an attachment. Anything requiring a click
to open will be opened by roughly half the people who need it.
## Output
Report: the week covered, metrics that broke their trend, metrics
steady, themes extracted with counts, and any figure the sheet was
missing.
Why run it with Tulina
A prompt helps one person. A process moves a team.
Pasted into a chat, the prompt above works once, for whoever pasted it. In Tulina, "Publish the Monday brief" becomes a process the team shares, that keeps its history, runs on its own, and stays inside the same security perimeter as the tools it calls.
The whole team works on the same one
PersonalTeamOrganisation
A process lives where it belongs: yours, your team's or the whole organisation's. Whoever runs it can improve it, and everyone starts from the best version instead of explaining the job again.
Every edit is a version
v1v2v3
Each change is a new version with the previous one kept, so a bad edit is undone by restoring an earlier one. Every run records the version it followed, and what a run teaches goes back into the process.
It runs without you
schedulewebhookon demand
A hosted agent runs the process on Tulina's own infrastructure, on a schedule or when an event arrives, and keeps going when you close the chat. Nothing to host. Every run is tracked to its outcome.
Inside the same security perimeter
vaultrolesrun log
Credentials stay in the vault, never in the prompt. Roles decide who may run what, every call is logged, and a step a person has to approve waits for that person.
Questions about automated weekly executive reports
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