Include the decisions needed, results against plan, cash and forecast, key operating drivers, major risks and actions from the previous meeting. Use a consistent period and make clear which numbers are actuals and which are estimates.
Practical example: For a proposed hire, show the fully loaded monthly cost, the margin needed to fund it and the effect on runway in the downside case. State the approval or decision needed from the board.
List the decisions coming up over the next quarter: hiring, investment, pricing or funding. Agree what evidence would change each decision and which figures must be reconciled before the papers go out.
Build a pack the board can use
Separate actuals from forecast. Bring together profit versus plan, balance sheet movements, cash runway and a handful of operational measures. Explain large variances in pounds and show who owns the response.
Set the reporting rhythm
Agree close dates, review responsibilities and the board deadline. Start with the latest pack and next meeting date; we can scope a one-off pack or ongoing finance leadership.