The Board Pack Refit
One week to rewrite the materials going to your next board.
Nearly 15 years at McKinsey and Deloitte, advising Fortune 50 clients. Now independent, serving the mid-market from Richmond.
A productized engagement for the executive going in front of a board, an investor group, or a senior steering committee in the next 30 days. I rewrite the pack: a one-page main view, the supporting backup, the narrative the executive speaks from, and a sheet of pre-empted answers to the questions the board is most likely to ask.
Will my next board meeting actually hold up under the question I dread? The Refit is upstream of the meeting, not after it. The work assumes the underlying strategy is already where it needs to be; we are fixing how it lands in the room.
| Day 0 | You pay. The intake packet arrives the same day: a short questionnaire, your current draft of the pack, and your last two board packs for context. |
| Documents in | The clock starts when your intake is complete. |
| Within 2 business days | A 45-minute discovery call. I will have read the prior packs and the current draft before we speak. |
| Within 4 business days | The first rewrite lands, followed by a working session to challenge it. |
| Within 3 business days | The final pack is delivered. You can use it as-is or as a base. |
A pack the executive can carry into the room. Built to defend itself:
- The page — one slide, three to five operating metrics tied to financial outcomes, an owner against each, and the one decision the board is being asked to support
- The backup — eight to fifteen pages of math the executive can hand to the board chair or finance committee if pressed
- The narrative — a two to three page written script the executive speaks from, in your voice, not mine
- The director questions — eight to ten questions the board is most likely to ask, with the drafted answer for each
- The two or three slides to remove from the current pack and the written reason for each cut
Use this when the strategy is sound and the issue is the presentation. If the underlying strategy is wrong rather than poorly communicated, the Board Readiness engagement is the better fit. If the executive does not yet have the relationship capital with the board to deliver a sharper message, the work is Executive Advisory, not this.
“The director who was always toughest on the technology spend stopped me on slide one and said: this is the page I have been asking for for two years. The line item passed without a single follow-up question.”
CIO, PE-backed services platform, $180M revenue
Illustrative. Composite of recent mid-market engagements, not a single named client.
The person you pay is the person who reads your numbers and writes the pack.
Ryan King · RLK Consulting
To begin
Pay the fee, complete a short intake, and book the discovery call. The week starts when your documents arrive.