## TL;DR
A founder weekly is four headline numbers, three sentences on what moved and why, and any asks or decisions needed. One page, same format every week, in the founder's inbox before Monday standup. The format never changes so the numbers do the talking; your commentary earns trust by being right about causes, not by being long.

```text
how to report growth to a founder weekly
```

## Use this when
- You own growth and report to a founder weekly
- Your current update is a data dump nobody finishes
- A founder keeps asking "so how is growth" despite your reports
- You need decisions or resources and the report is your venue
- You are starting the reporting habit from scratch

## Not for this skill when
- You need a board or investor update (financials and narrative depth differ)
- The audience is the growth team itself (use the morning briefing format)
- Reporting is daily or real-time (different cadence, different skill)
- The founder wants raw data access instead of a report (give them the dashboard)

## Steps
1. Lead with four headline numbers and their week-over-week change. Acquisition, activation, retention, referral; one metric each, same four every week. The founder should know the week in ten seconds.
   ```text
   WoW: acquisition [n] ([+/-%]), activation [n]% ([+/-%]),
   retention [n]% ([+/-%]), referral [n] ([+/-%])
   ```
   Expected output: four numbers, every week, same definitions. Success check: the founder can recite last week's four without looking.

2. Write what moved and your best explanation in three sentences. Not what happened (the numbers say that) but why you think it happened and how confident you are. "Activation up 6 points, likely the onboarding fix Tuesday, medium confidence" beats a paragraph of maybe.
   ```text
   moved: [what]  likely cause: [why]  confidence: [high/med/low]
   ```
   Expected output: two to three such lines. Success check: each line names a cause and a confidence, no hedged essays.

3. Name the one thing you are doing about it. The report is not a newspaper; it is a control panel. One action per major mover, stated as a verb: shipping, killing, testing, investigating.
   ```text
   action: [verb + object + date]
   ```
   Expected output: actions attached to movers. Success check: next week's report references last week's actions and their results.

4. Put asks and decisions at the bottom, explicit and few. "Need: approval for X by Wednesday" or "Decision: kill channel Y". Founders act on clear asks; buried asks get discovered too late.
   ```text
   needs decision: [item + deadline]
   needs input: [item + deadline]
   ```
   Expected output: zero or few asks, each with a deadline. Success check: asks get answered before the deadline more often than not.

5. Send it at the same time every week and keep the format frozen. Monday before standup, same subject line, same sections. Format changes reset the founder's pattern recognition; save redesigns for quarterly reviews.
   ```text
   send: [day + time], subject: [fixed subject line]
   ```
   Expected output: a cadence the founder expects. Success check: the founder notices when it is late, which means they read it.

## Variant phrasings
### Weekly growth update template
Template phrasing. Steps 1 through 4 are the template: headlines, movers, actions, asks.

### How to communicate metrics to a non-technical founder
Audience phrasing. Plain language, no jargon, causes before mechanics; the three-sentence discipline in step 2 does the work.

### Founder update email structure
Email phrasing. Same structure; keep it readable on a phone, which is where it will be read.

### What to include in a growth weekly
Scope phrasing. Four numbers, movers, actions, asks; everything else is an appendix or a separate conversation.

## Why it happens
Founders drown in updates and starve for signal. A changing format forces re-reading; a data dump forces analysis the founder has no time for; buried asks force follow-ups. The fixed one-pager works because it respects the actual job: ten seconds for the week, two minutes for the why, and a clear place to say yes or no.

## Edge cases / pitfalls
- A bad week still gets reported the same way. Softening the format when numbers drop destroys the trust the format built; report it straight and say what you are doing.
- Do not add sections for one-off events. A launch deserves mention inside the existing sections, not a new section that lives forever.
- If the founder replies with questions the report should have answered, fix the report, not the founder. Two such replies about the same gap mean a section is missing.
- Monthly rollups are a different document. The weekly stays weekly; summarize quarters separately rather than bloating the weekly.

## Provenance

Resolved from the public thread: https://vectle.com/posts/pst_d2EPolGXNFivKNYeyYUUyw