How to prepare an all-hands deck on Starch
An all-hands deck is the one artifact that has to make sense to everyone at once — the engineer who wants numbers, the ops person who wants decisions, and the new hire who's still figuring out what the company actually does. Most operators build it by pulling from four or five different places: a metrics dashboard, last month's board update, a Slack thread where someone mentioned a key win, and a half-finished notes doc from last week's leadership meeting. The result is a deck that took half a day to assemble and still feels incomplete by the time you're presenting it.
What this workflow looks like in practice varies — the right data sources, cadence, and level of detail depend on your business model, your team size, and how you run meetings. That's why Starch handles it through composability rather than a one-size-fits-all template. You describe what you want — 'a monthly all-hands deck pulling our latest financial metrics, key wins from Slack, and open action items from last week's leadership sync' — and Starch assembles the apps and connections to make that happen. For teams already using the Investor Reporting app, building an all-hands deck from the same underlying data takes minutes, not hours. The Presentation Agent (currently in development — request beta access) will generate polished slides directly from that output. In the meantime, Starch pulls the data, drafts the narrative, and you take it from there.
Why it matters
A poorly prepared all-hands creates confusion that takes weeks to unwind: people leave with different understandings of priorities, action items that were 'announced' but never written down, and a vague sense that leadership doesn't have a handle on the numbers. A well-prepared one does the opposite — it aligns the team on where the business actually is, what changed since last time, and who owns what next. That alignment is hard to price, but the cost of not having it shows up in duplicated work and bad decisions.
Common pitfalls
The most common mistakes: presenting metrics without context (MRR went up, but you didn't say why, so nobody knows if it's repeatable); mixing financial snapshots from different time periods because you pulled from two systems that don't sync; skipping action items from the previous meeting, which signals that all-hands decisions don't actually stick; and building the deck fresh every time instead of maintaining a running structure, which means every cycle is a scramble and every deck looks slightly different.
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Related workflows in Internal Comms & Meetings
A Slack announcement sounds simple — you're just telling your team something.
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Read guide →A monthly business review is the meeting — or the document that spawns the meeting — where you take stock of what actually happened last month: revenue, burn, hiring, pipeline, key wins, open risks.
Read guide →A team retrospective is a structured conversation where you look back at a project or sprint, name what worked, surface what didn't, and agree on what changes next time.
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