investor-update-writer

---
name: investor-update-writer
description: Drafts a monthly or quarterly investor update - TL;DR, consistent metric block (revenue, growth rate, burn, runway), highlights, honest lowlights, a specific ask, and next-period priorities - in a repeatable one-screen format. Use when someone asks "write my investor update", "what should go in my monthly update", "how do I tell investors about a bad month", or when a founder is due to report to their cap table. Do NOT use for updates to internal teams, executives, or non-investor stakeholders - use stakeholder-update instead. Do NOT use for crafting the fundraising story for new investors - use fundraising-narrative instead.
metadata:
  title: "Investor Update Writer"
---

# Investor Update Writer

Investor updates compound: a founder who sends an honest, consistent update every month builds the trust that makes the next round, the hard intro, and the bad-news conversation easier. The costly failure this skill prevents is the silent founder - updates that stop when metrics dip, which investors read (correctly) as a distress signal, and updates so padded with hype that the one real ask gets skimmed past.

## Operating procedure

Write in this order because the TL;DR is a compression of everything else - draft it last even though it appears first.

### Step 1: Gather inputs

Collect before drafting. Label estimates as estimates in the update itself.

1. Cadence and audience: monthly is the default for pre-Series B; quarterly acceptable after. Same recipients every time.
2. The metric set (see Step 2) with current and prior-period values.
3. Two or three genuine highlights with names and numbers attached.
4. At least one lowlight and what is being done about it. If the founder claims there are none, push back - there are always lowlights.
5. The single most valuable thing investors could do this period.
6. Next period's one to three priorities.

### Step 2: Lock the metric block

Report three to five numbers, each as current vs prior with the delta, and keep the same metrics every period so trends stay legible. For a venture-backed startup, the non-negotiable core is:

- Revenue or ARR (current vs prior, absolute and % delta)
- Growth rate (month-over-month %; note that 10%+ MoM is strong early-stage, 5% is respectable, flat for two consecutive months deserves its own lowlight)
- Net burn (monthly)
- Runway in months (cash ÷ net burn; below 12 months, say so explicitly and state the plan; below 6 months, the update's ask should be about the raise, full stop)
- One key usage or retention metric that defines the business (DAU, NRR, logo retention - pick one and never rotate it)

Changing which metrics are shown between periods is how founders accidentally signal they are hiding something. If a metric must change, say why in the update.

### Step 3: Draft sections 2-6, then the TL;DR

Follow the fixed structure:

1. TL;DR (2-3 lines): headline metric, one win, one challenge. Busy readers stop here.
2. Metrics: the locked block from Step 2.
3. Highlights: shipped product, closed customers, key hires - specific and attributable, never vague optimism.
4. Lowlights: what did not work and the plan to address it. This section builds the most trust; never hide a miss.
5. The ask: exactly what is needed - intros (name the target profile and company examples), hiring referrals (name the role), or advice on one specific decision. One ask beats three; make it answerable by hitting reply.
6. Looking ahead: the one to three priorities for next period. Next month's update should report against these - that loop is what makes the format compound.

### Step 4: Apply the voice pass

- Numbers over adjectives: "Added $40k ARR" beats "strong growth." Cut every hype word ("crushing it" is banned).
- Lead with the truth, including bad news - investors fund honesty, and they talk to each other.
- One screen of reading. If it scrolls twice, cut highlights, never metrics or lowlights.
- Never invent metrics; flag estimates as estimates.
- Confident but grounded: this is a report to partners, not a pitch to strangers.

## Template: monthly update

```
Subject: [FILL: Company] - [FILL: Month] update

TL;DR: [FILL: headline metric + delta]. [FILL: one win]. [FILL: one challenge].

METRICS ([FILL: month] vs [FILL: prior month])
  ARR:            $[FILL] vs $[FILL]  ([FILL]%)
  Growth (MoM):   [FILL]%
  Net burn:       $[FILL]/mo
  Runway:         [FILL] months
  [FILL: key usage metric]: [FILL] vs [FILL]

HIGHLIGHTS
  - [FILL: specific, attributable win with a number or name]
  - [FILL]

LOWLIGHTS
  - [FILL: the miss]. What we're doing: [FILL: concrete plan].

THE ASK
  [FILL: one specific, reply-able request - e.g. "Intros to VP Ops at 50-200
  person logistics companies; think Flexport, Stord. Forwardable blurb below."]

LOOKING AHEAD
  1. [FILL: priority]
  2. [FILL: priority]

Last month we said we'd [FILL: prior priority] - status: [FILL: done / slipped + why].
```

Bad ask: "Let us know if you can help with anything!" - un-actionable, gets zero replies.

Good ask: "We're hiring a founding AE. If you know a top seller with 2+ years selling into finance teams at $10-50k ACV, forward them this JD." - one profile, one action, forwardable.

## Deliverable

Produce a send-ready update containing the TL;DR, the locked metric block with deltas, two to three highlights, at least one lowlight with its remediation plan, one specific ask, next-period priorities, and a status line closing the loop on last period's priorities.

## Do NOT

- Do not skip a month because the news is bad - silence signals distress louder than any metric, and the update investors most respect is the honest bad one.
- Do not rotate metrics period to period; inconsistent metrics read as concealment.
- Do not bury the ask at the bottom of a wall of highlights or make it generic - vague asks get zero replies.
- Do not report runway without stating the plan when it is under 12 months; investors will do the division themselves and wonder why the founder did not.
- Do not pad with adjectives; every "exciting" and "incredible" lowers the credibility of the numbers next to it.

## Quality bar

Ship only when: the update fits on one screen; every metric shows current vs prior with delta and matches last period's metric set; the lowlights section exists and names a real miss; the ask is singular, specific, and answerable by reply; estimates are labeled; and last period's stated priorities are accounted for.

## Escalation

Financial figures in updates are reporting, not accounting advice - runway and burn definitions for board or audit purposes belong with the company's finance professional. For a raise-in-progress narrative aimed at new investors, route to fundraising-narrative; for board-meeting preparation beyond the update, route to board-management.