The GP & Executive View
Preparing for advisory committee and board meetings in hours
We identify where AI removes cost and where it quietly adds risk.
Every engagement begins with a scoping conversation. If a smaller package is the right starting point, we will say so.
Overview
Limited partner advisory committee meetings, fund board meetings and portfolio company board meetings all require the same underlying work: establishing what was agreed last time, what has happened since, what the numbers currently say, and what the attendees are likely to raise. That work is typically done from memory, previous packs and a scramble of emails.
The risk is not usually a missing number. It is an undertaking given at the last meeting that nobody tracked, a question that was deferred and never returned to, or an inconsistency between what the committee was told previously and what the current pack says.
The Strategy
Minutes, papers, action logs and correspondence from prior meetings are made searchable and are read by AI ahead of each meeting. Undertakings given, questions deferred, conflicts disclosed and approvals granted are extracted into a tracked record, and their current status is established against the firm's operational data.
The briefing pack is then assembled from that record plus current performance data. It sets out what was committed and whether it has been delivered, what has changed materially since the last meeting, which topics the specific attendees have historically focused on, and where the current position differs from what the committee was previously told. Preparation becomes a review exercise rather than a research one.
Results Driven
Meeting preparation compresses from days to hours, and the quality of the preparation improves because it is built from the record rather than from recollection. Undertakings are closed out reliably, which is a visible and meaningful signal of governance discipline to limited partners.
Executives attend with a clear view of the likely discussion, including the difficult parts. Over time the firm builds an institutional record of its governance interactions that supports continuity through staff changes and stands up well under diligence.
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Reduction in preparation time per advisory committee or board meeting.
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Of prior meeting undertakings tracked to a documented status.
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Average executive time saved in the week before each governance meeting.
