Weekly Business Review Agent
Get Monday’s leadership review ready before the week starts, showing which metrics moved last week, the deals behind those changes, and what they mean for the quarter.
- Trigger: every Monday at 7:00 am
- AI steps: find the metrics that moved, then write the review
- Output: one written review sent to the leadership team
Agent breakdown
A blueprint to adapt, not a fixed recipe. Set the trigger, thresholds, and methodology that fit your team, and each step builds on the last, using the conversation and CRM context you already capture.
Run first thing Monday morning
The agent runs every Monday at 7:00 am, so the review reaches leadership before the week takes shape. This gives everyone the same reading of what changed last week from the start.
- Schedule: Every Monday at 7:00 am
- Cadence: Weekly
Pull last week’s opportunity movement
Next, the agent pulls the opportunity movement from last week. It looks at changes rather than current totals because the review is about what moved during the week and which deals caused it.
- Scope: Opportunity movement from last week
- Include: Changes during the week rather than current totals
Add the segment and owner
The agent then pulls the segment and owner for the accounts linked to those opportunities. This connects each change to the team that owns it and gives the written review the context leadership needs.
- Scope: Accounts linked to the opportunities from the previous step
- Fields: Segment and owner
Find the metrics that moved
Using the opportunity movement from last week, the agent identifies the metrics that moved materially and the deals responsible for each change. It keeps the deal, segment, and owner context attached so the next step can explain where the movement came from.
Identify the metrics that moved materially last week.
Input: last week’s opportunity movement, plus the segment and owner for each linked account.
- List each metric that moved materially.
- State how the metric moved.
- List the deals responsible for the movement.
- Include the segment and owner connected to those deals.
Use only the movement and account context provided. Do not attribute a change to a deal unless the input supports it.
Return a list of the metrics that moved materially, with the deals responsible for each.
Write the weekly review
From those findings, the agent writes the Monday review in under 300 words. It explains what moved, why it moved, and what the changes mean for the quarter, giving leadership one concise reading of the previous week.
Write the weekly business review for the leadership team.
Input: the metrics that moved materially last week, the deals responsible for each change, and the segment and owner context.
- Explain what moved last week.
- Name the deals behind the movement.
- Explain why the metrics moved, using only the provided findings.
- State what the movement means for the quarter.
Rules: keep the review under 300 words. Use plain, direct language. Do not add explanations or conclusions that are not supported by the input.
Return the written review, ready to send to the leadership team.
Send the review to leadership
Finally, the agent emails the completed review to the leadership team. Sending one document gives executives the same account of what changed last week and what it means for the quarter.
- Recipients: The leadership team
- Delivery: One internal email containing the written review
A written weekly business review in the leadership team’s inbox
Start Monday with one review showing which metrics moved last week, the deals responsible for those changes, and what they mean for the quarter. The leadership team receives the same concise account before the week takes shape.
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