Capability template for executive and office support
Presentation outline and talk track
Anyone presenting to a board, a client or a conference gets a storyboard built on one message, then a spoken script for every slide, timed to the slot and true to their own speaker notes. Every fact comes from what the presenter supplied, and the presenter approves the message and the words.
Listed under
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The outcome
You stand up knowing exactly what you want the room to remember, and you can say it in one sentence. The talk is built on that sentence: a few points that make it true, the facts behind each, and a slide for each point whose headline says the point outright. Read the headlines alone and the story is already there.
Then you get the words. A script for each slide, in your voice, that fits the time you have at the pace you actually speak, with a table that shows where the minutes go. Where your speaker notes correct a slide, the script follows your notes and tells you what the screen still says. Nothing is added that you did not supply: every figure in the script is listed with where it came from, and every gap is a question for you, never a guess.
Who starts the work, and when
The presenter starts it: an owner or managing director with a board slot, a partner or account lead with a client pitch, a founder in front of investors, anyone with a conference talk. An executive assistant or chief of staff can run it for them; the presenter still approves.
It runs twice. The first pass is early, while the talk is still notes and a goal. The second is once the slides are built, a few days before the day, leaving time to rehearse.
What they supply
- For the storyboard: the occasion and date, who will be in the room and what they already know, the length of the slot, what the audience should decide or do afterwards, and the presenter's notes and figures.
- For the script: the approved storyboard and the slides as text, each with its headline, what else is on it and the speaker notes, plus who speaks before and after.
- Once: how fast the presenter speaks, how much of the slot to leave unscripted, and the most slides a slot should carry.
No drive, mailbox or presentation software is connected. Everything is pasted in by a person.
What comes out
- A storyboard. The one message, the supporting points with their facts, the shape of the talk, a headline and a plain description for every slide, the headlines read as one paragraph, and what was left out and why.
- A talk track. A spoken script for each slide, with pauses and cues marked, a bridge into each slide and a handover at the end.
- A timing table. Words and time per slide and in total, against the time available, with the lines to drop if the talk runs long.
- Three checks. Every place your notes and your slides disagree, everything held back because it is not yet public, and every fact in the script with its source.
The slides themselves stay yours: the capability describes what each slide must show and never designs or edits one.
An invented example
Illustrative example with invented data. Pelterwick Facilities is an invented office cleaning and maintenance firm with one depot. Its people, sites, figures and prospects are invented too. Maren, the managing director, has a three-minute slot at the quarterly board meeting. She uses the capability twice: on Monday 9 November 2026 with her notes, and on Monday 16 November with the slides she has built.
Settings used: the default pace values (steady 120, ordinary 140, quick 160 words a minute), 10 per cent of the slot left unscripted, a slide limit of one slide for every 30 seconds of the slot, and the default shape.
First pass: the storyboard
What Maren supplied
Today is Mon 9 Nov 2026.
Me: Maren, managing director, Pelterwick Facilities.
Quarterly board meeting, Thu 19 Nov 2026. I have a 3-minute slot.
Questions come after, outside the slot. The chair hands to me and I hand back.
Board: the chair (founder and owner), two non-executive directors, Callum
(finance director). They know the business well. They've heard me complain
about travel but have never seen the numbers.
What I want: their go-ahead to bring a full costed plan for a second depot
in the west to the March board. Not a decision on the depot itself.
Working title: Our distance problem.
Shape: whatever works. Pace: not sure.
My notes:
- one depot, east side of the city
- 41 client sites (a new one started in October). 9 are more than 50 min
drive from the depot, all of them in the west - these 9 are what I call
the far sites
- Q3 2026: travel = 22% of crew hours at the far sites, 8% at the rest
- Q3 2026 average call-out response: far sites 3h10, others 1h25
- lost 3 clients last year, 2 were far sites, both said slow call-outs
- 2 prospects in the west said no this year because of distance. one in writing
- staff turnover down to 14% this year
- the plan would cover site, cost, staffing, timing
What came back
STORYBOARD: Our distance problem
For: Maren (managing director). Occasion: quarterly board meeting, Thursday 19 November 2026.
Prepared 9 November 2026.
Audience: the chair (founder and owner), two non-executive directors and Callum (finance
director). They know the business well and have heard about travel, but have not seen the
figures.
Slot: 3:00, questions after, outside the slot. Pace: ordinary, 140 words a minute.
Scripted target: 378 words (2:42), leaving 0:18 unscripted. Slide limit: 6.
To settle before the storyboard is approved: 2
1. Your notes say one of the two prospects in the west turned you down in writing. How do you
know about the other, and may the board hear it?
2. Point 1 has percentages of crew hours but no weekly hours or cost. Slide 2 uses the
percentages only. Supply a figure if you want one on the slide or in the script.
The one message: Our distance from the west is costing us crew time, clients and new work, so I
am asking for your go-ahead to bring a costed plan for a second depot in the west to the March
board.
What the room should do or think afterwards: give Maren the go-ahead to bring a full costed
plan for a second depot in the west to the March board.
Supporting points
1. Distance costs crew time. Backed by: Q3 2026, travel was 22% of crew hours at the far sites
and 8% at the rest; 9 of 41 sites are more than 50 minutes' drive from the one depot.
2. Distance costs clients. Backed by: Q3 2026 average call-out response, 3h10 at the far sites
and 1h25 at the others; 3 clients lost last year, 2 of them far sites, both citing slow
call-outs.
3. Distance costs new work. Backed by: 2 prospects in the west said no this year because of
distance, one in writing.
Shape: where we stand (slide 1), what it means (slides 2 to 4), what I ask (slide 5).
Slides: 5
1. Nine of our sites sit more than 50 minutes from our only depot. Carries: Opening. Shows: the
one depot on the east side, 41 client sites, and the 9 that are more than 50 minutes away.
2. At those sites, 22% of crew hours go on the road, against 8% elsewhere. Carries: point 1.
Shows: travel as a share of crew hours in Q3 2026, far sites beside the rest.
3. Far sites wait more than twice as long for a call-out, and two of last year's three lost
clients left over it. Carries: point 2. Shows: average call-out response in Q3 2026, far
sites beside the rest, and the 3 clients lost last year with the 2 far sites marked.
4. Two businesses in the west turned us down this year because of the distance. Carries:
point 3. Shows: the 2 prospects lost on distance this year, unnamed.
5. I am asking to bring a costed plan for a second depot in the west to the March board.
Carries: Ask. Shows: the ask, and what the plan will cover: site, cost, staffing, timing.
The headlines in order: Nine of our sites sit more than 50 minutes from our only depot. At those
sites, 22% of crew hours go on the road, against 8% elsewhere. Far sites wait more than twice as
long for a call-out, and two of last year's three lost clients left over it. Two businesses in
the west turned us down this year because of the distance. I am asking to bring a costed plan
for a second depot in the west to the March board.
Left out: Staff turnover down to 14% this year. It does not bear on distance or the depot.
Draft for Maren. Nothing has been sent and no file has been changed.
"More than twice as long" is worked out from the notes: 3h10 is 190 minutes and 1h25 is 85 minutes, and 190 divided by 85 is 2.2.
Maren answered: "Approved, headlines as drafted. The second prospect told Rafe on the phone; fine to say. I'll get the weekly driving hours from Callum." She built the five slides herself and wrote her speaker notes.
Second pass: the talk track
What Maren supplied
The approved storyboard above, with her answers, and her slides as text:
Today is Mon 16 Nov 2026. Before me: the chair introduces me. After me: back to the
chair for questions.
Slide: 1
Headline: Nine of our sites sit more than 50 minutes from our only depot
On the slide: Client sites: 40 | More than 50 minutes from the depot: 9 | One depot, east side
Speaker notes: 41 now - the new site started in October, slide not updated yet. Open with the
ask so they know where I'm going. Keep it short.
Slide: 2
Headline: At those sites, 22% of crew hours go on the road, against 8% elsewhere
On the slide: Travel as a share of crew hours, Q3 2026 | Far sites: 22% | Other sites: 8%
Speaker notes: The core cost point. Say it plainly. Weekly driving hours at the far sites - get
the number from Callum before Thursday.
Slide: 3
Headline: Far sites wait more than twice as long for a call-out, and two of last year's three
lost clients left over it
On the slide: Average call-out response, Q3 2026 | Far sites: 3 h 10 min | Other sites: 1 h 25
min | Clients lost last year: 3, all far sites
Speaker notes: Only two of the three were far sites - the slide is wrong. Both of them said slow
call-outs were why they left. This is the slide that matters most to the board.
Slide: 4
Headline: Two businesses in the west turned us down this year because of the distance
On the slide: New business lost on distance, 2026: 2 prospects, both in the west
Speaker notes: One put it in writing. The other told Rafe on the phone. Don't name them.
Slide: 5
Headline: I am asking to bring a costed plan for a second depot in the west to the March board
On the slide: The ask: a costed plan for a second depot in the west, at the March board | The
plan will cover: site, cost, staffing, timing
Speaker notes: Could mention the industrial unit we viewed last week - landlord talks aren't
public yet, careful. Then hand back to the chair for questions.
What came back
TALK TRACK: Our distance problem
For: Maren. Occasion: quarterly board meeting, Thursday 19 November 2026. Prepared 16 November
2026.
Slot: 3:00. Pace: ordinary, 140 words a minute. Scripted target: 378 words (2:42).
To settle before you rehearse: 2
1. Slide 2: the weekly driving hours at the far sites. Your notes say Callum has the number. The
script holds a [CHECK] in its place; give the figure and the slide is retimed.
2. Slide 5: your notes mention the industrial unit viewed last week and say the landlord talks
are not public yet. It is left out of the script. Say whether you want a line on it, and
what it may say.
Slide 1: Nine of our sites sit more than 50 minutes from our only depot
Thank you, chair. I have three minutes, so I'll start with where I'm heading. [pause] At the end
I'll ask for your go-ahead to bring a costed plan for a second depot in the west to the March
board. Here's why. We now look after 41 client sites, all run from one depot on the east side of
the city. Nine of them are more than fifty minutes' drive away.
Slide 2: At those sites, 22% of crew hours go on the road, against 8% elsewhere
Start with time. [point to the chart] In the third quarter, crews at those nine sites spent 22
percent of their hours on the road. At every other site the figure was 8 percent. [pause] So at
our far sites, more than a fifth of crew time goes on driving. That comes to [CHECK: weekly
driving hours at the far sites, from Callum] hours of driving every week. [pause] And time on the
road is only the first cost.
Slide 3: Far sites wait more than twice as long for a call-out, and two of last year's three
lost clients left over it
The second cost is clients. In the third quarter, when a far site called us out, it waited on
average three hours ten minutes for our response. At our other sites it was one hour
twenty-five. That's more than twice as long. [pause] Last year we lost three clients. Two of them
were far sites, and both told us slow call-outs were the reason they left. [pause] If you
remember one thing, make it this. Slow call-outs at our far sites have already cost us two
clients.
Slide 4: Two businesses in the west turned us down this year because of the distance
The third cost is work we never won. This year two businesses in the west decided not to sign
with us, and both gave distance as the reason. One said so in writing. The other told Rafe on the
phone. [pause] So the same distance that is costing us clients we have is also costing us the
clients we want in the west.
Slide 5: I am asking to bring a costed plan for a second depot in the west to the March board
So here's my ask. [pause] I'd like your go-ahead to bring a costed plan for a second depot in the
west to the March board. It will cover the site, the cost, the staffing and the timing. [pause]
Thank you. Chair, back to you for questions.
Timing at 140 words a minute
Slide 1: 69 words, 0:30
Slide 2: 63 words, 0:27
Slide 3: 85 words, 0:36
Slide 4: 62 words, 0:27
Slide 5: 44 words, 0:19
Total: 323 words, 2:18. Scripted target 378 words (2:42); slot 3:00.
Under the scripted target by 55 words (0:24). Nothing has been added to fill it.
If you run long on the day, cut first:
- Slide 3: "If you remember one thing, make it this." (8 words, 0:03)
- Slide 4: "One said so in writing. The other told Rafe on the phone." (12 words, 0:05)
Where the script follows your notes, not the slide:
- Slide 1: the slide says 40 client sites; your notes say 41 now, as a new site started in
October. The script says 41. The audience will see 40 on screen until you change the slide.
- Slide 3: the slide says the 3 clients lost last year were all far sites; your notes say two of
the three were. The script says two. The audience will see "all far sites" on screen until
you change the slide.
Facts used
- 41 client sites: slide 1 notes.
- One depot, on the east side of the city: slide 1 text; storyboard material.
- Nine sites more than fifty minutes' drive away: slide 1 headline and text.
- The far sites, meaning those nine sites, all in the west: storyboard material (Maren's notes).
- Second depot in the west, March board: slide 5 headline and text; the brief.
- Third quarter, 22 percent and 8 percent of crew hours on the road: slide 2 text (Q3 2026).
- More than a fifth of crew time: worked out from slide 2 text, 22% is more than 20%.
- Third quarter, three hours ten minutes and one hour twenty-five: slide 3 text (Q3 2026).
- More than twice as long: worked out from slide 3 text, 190 minutes divided by 85 minutes is 2.2.
- Three clients lost last year, two of them far sites, both citing slow call-outs: slide 3 notes
and headline.
- Two businesses in the west this year, both giving distance as the reason, "the clients we want
in the west": slide 4 headline and text.
- One in writing, the other told Rafe on the phone: slide 4 notes; Maren's answer to the
storyboard says it is fine to say.
- Site, cost, staffing and timing: slide 5 text.
- Three minutes; chair; questions after: the brief.
Draft for Maren. Nothing has been sent and no deck or file has been changed.
Maren got the weekly hours from Callum, gave them to the assistant, read the retimed script aloud twice against a clock, corrected slides 1 and 3 herself, and decided to say nothing about the unit until the landlord talks are agreed.
Where it fits
- Executive and office support: the assistant or chief of staff who prepares a leader's board slot, keynote or all-staff briefing.
- Leadership: the owner, managing director or founder whose update to a board or investors has to land in minutes.
- Sales: the client presentation or pitch, where the account lead has fifteen minutes and one thing to win.
- Professional services: partners presenting findings and proposals to clients.
- Software technology: founders and product leaders at investor meetings, customer events and conferences.
- Nonprofits: directors presenting to trustees and funders.
- Established businesses: the standing board or leadership update that deserves a sharper story.
- Startups and new ventures: the investor update or pitch, where every minute and every figure counts.
What has to change for your company
Set each presenter's pace, ideally from one timed read-aloud. Decide how much of a slot stays unscripted and how many slides a slot may carry. Pick a default shape for your talks, or keep ours: where we stand, what it means, what we ask. Agree how unreleased figures are marked in notes, so the capability can hold them back. If your presentation software exports slides with different labels, set yours once. It runs in ChatGPT, Claude, Copilot or Gemini; decide which material the assistant may be given.
What has been checked
Fully Powered AI wrote this capability template. It was editorially reviewed on 10 November 2026. It was tried once on its invented example in Claude on 10 November 2026; the record is published with it, and lists the one edit made afterward, which has not been run again. The run produced both passes in full; none of the stop conditions was reached, and the fourteen acceptance tests in the template were not run. It has not yet been tested in a client environment. It has not yet been tested as a packaged version in ChatGPT, Claude, Copilot or Gemini.
Testing in your environment means running it on two or three past talks whose slides and notes you still have, plus hard cases written in advance: a slide that contradicts its notes, a figure nobody has supplied, a note marked not for circulation, a script that will not fit the slot. The presenter checks every fact in the script against its source and reads the script aloud against a clock before relying on it. Pilot acceptance-test preparation sets those cases up, and what we test before we call an AI workflow ready describes the record we keep.
The full capability template
Everything above is the outline. The complete capability template is the working version: the roles, the inputs, the procedure, the exceptions and stop conditions, the output format, the reviewer checklist, the acceptance tests, the instructions for an AI assistant and what to customize for your company. It comes with a download and the link to its folder in Fully Powered’s public repository.
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Next step
Put this capability to work for your team: on your plan, or built with you in a sprint.
Build this in a sprint
In a sprint, Fully Powered adapts this capability template to your rules, proves it on your own work and puts it in the hands of the roles that own it.
Two ways to begin: