I'm in the office and my cofounder is usually with customers. How do we run a short weekly meeting that reflects what is actually happening?

Question

Tyler Smith · Accepted Answer

Use the weekly meeting to close the gap between office decisions and customer-facing work, not to give each founder a separate audience for their updates. Hold it at a consistent time that both can realistically protect.

Ask both founders to update the same short record beforehand: current priorities, commitment status, and blockers requiring a shared decision. The customer-facing founder should capture relevant changes while they are fresh rather than reconstructing the entire week during the call.

In the meeting, focus on the interfaces between your work:
- Has a customer commitment changed what the office must deliver?
- Is an internal delay affecting what can be promised?
- Does either founder need a decision or resource from the other?
- Who must hear the outcome after the meeting?

Start with a brief lightning round, then use the priority and commitment review to identify the issues worth solving. Avoid turning customer updates into a tour of every conversation.

Record agreed handoffs in the shared note, including the owner and due date. A decision is not fully communicated merely because it was mentioned while someone was traveling or moving between appointments.

Urgent customer problems should not wait for the weekly slot. Handle those when needed and bring any unresolved dependency into the next meeting. The weekly rhythm is a safety net for coordination, not a restriction on communicating during the week.