Prepare for a prospect meeting

Copy and paste the prompt below to your firm-approved AI tool. Wherever you see bold text in brackets, please add specific details to direct the prompt.

Act as a veteran retirement plan consultant preparing for a first meeting with a prospective plan sponsor.

Using only the information provided below, create a concise, meeting-ready prospect briefing that helps me walk into the meeting informed and prepared.

Prospect/company:
[INSERT COMPANY NAME]

Meeting objective:
[INSERT OBJECTIVE: introductory meeting, discovery call, finalist presentation, annual review, etc.]

Source material provided:
[PASTE OR ATTACH COMPANY WEBSITE COPY / FORM 5500 DATA / PUBLIC RETIREMENT PLAN DATA / LINKEDIN PROFILE NOTES OR URLs FOR KEY COMPANY PERSONNEL / COMPANY NEWS / PRESS RELEASES / OTHER PUBLIC INFORMATION]

Use only the information supplied above or contained in the links or documents provided. If the AI tool can access a provided URL, it may use information from that URL. Do not independently introduce information from other sources unless specifically instructed.

1. Company Snapshot

Briefly summarize:

• What the organization does
• Workforce profile, if available
• Growth or business-change signals
• Current business priorities
• Recent developments that may be relevant
• Factors that could influence employee benefits or retirement plan decisions

Prioritize information that could help inform a retirement plan conversation.

2. What We Know About the Retirement Plan

Summarize any retirement plan information available in the source material, including:

• Plan size
• Participant count
• Plan assets
• Employer contributions
• Recordkeeper or service providers
• Investment lineup clues
• Audit information or notes
• Plan design indicators
• Relevant Form 5500 information
• Other information that may be useful in preparing for the meeting

For Form 5500 or other retirement plan data:

• Identify the filing or data year when available.
• Recognize that older information may not reflect the plan's current structure.
• If multiple retirement plans appear in the source material, clearly identify which plan each data point relates to.
• Do not combine information from different plans unless the source clearly supports doing so.
• Do not invent missing information.

3. Likely Retirement Plan or Benefits Pain Points

Identify 5 to 7 potential issues, priorities or opportunities that may be worth exploring during the meeting.

For each item, clearly label it as:

• Known from source material
• Reasonable hypothesis
• Question to validate

Briefly explain why the issue may matter.

Focus on practical considerations that could affect the plan sponsor, committee or participants.

Do not present assumptions or hypotheses as established facts.

4. Tailored Discovery Questions

Provide 8 to 10 thoughtful discovery questions specifically tailored to this company and its retirement plan.

Where relevant, explore:

• Participant outcomes
• Participation and savings behavior
• Committee governance
• Investment oversight
• Recordkeeper or service-provider experience
• Financial wellness
• Plan design
• Employee demographics
• Employer priorities
• Recent organizational changes
• Areas where the available information is incomplete or outdated

Avoid generic questions that could be asked of any plan sponsor.

5. Potential Value Angles for Our Advisory Practice

Identify 3 to 5 practical ways our retirement plan advisory practice may be able to help based on the information provided.

Keep each idea:

• Practical
• Relevant to the prospect
• Sponsor-centered
• Consultative
• Non-promotional

Avoid product pitching or assuming the prospect has a problem that has not been established.

6. Meeting Opener and Positioning Statement

Draft a conversational opening of approximately 60 seconds that I could use at the beginning of the meeting.

The opening should:

• Demonstrate preparation
• Reference one or two relevant observations about the organization
• Build credibility
• Encourage the prospect to talk
• Avoid sounding overly scripted or sales-focused

Do not overstate what is known about the company or retirement plan.

7. Follow-Up Opportunities

Recommend three potential next steps I could offer after the meeting.

Examples may include:

• Fee or benchmarking review
• Plan design discussion
• Participant outcomes review
• Investment menu review
• Committee education session
• Recordkeeper or service-provider assessment
• Financial wellness discussion

Select only follow-up opportunities that logically fit the information provided and the questions that should be validated.

8. Information Gaps to Validate

Conclude with 3 to 5 pieces of information that are missing, outdated or unclear and would most improve the analysis.

Frame these as items to confirm during or after the meeting.

Sources Reviewed

At the end, briefly list the source materials used, such as:

• Company website
• Form 5500, including filing year
• Company press release
• LinkedIn profile notes
• Public retirement plan information

For factual statements, identify the source when practical.

Do not create, invent or fabricate sources, citations, data or facts.

Tone and Format

Write in a style that is:

• Analytical
• Practical
• Concise
• Professional
• Easy to scan during a meeting
• Free of unnecessary jargon or fluff

Keep the total briefing to approximately 1,000 to 1,300 words.

Prioritize the most decision-useful information rather than filling every section to its maximum length.

Important Guardrails

• Use only the information provided or contained in the supplied documents or links.
• Do not invent missing information.
• Clearly distinguish facts from hypotheses.
• Do not present hypotheses as facts.
• Do not assume older Form 5500 information reflects the plan's current structure.
• Do not make legal, tax, fiduciary or investment recommendations.
• Clearly flag missing information that would improve the analysis.
• If information cannot be confirmed, state "To confirm" rather than guessing.
• Keep the final output meeting ready, skimmable and easy to reference during a prospect conversation.

Open a prompt, review the guidance, then copy and paste it into your approved AI tool. Add your own context or documents before generating a response.

No. Some prompts only require a topic or question, while others work best with supporting documents such as meeting notes, white papers, or plan data.

Consult with your firm’s compliance department to confirm which AI tools are permitted for use in accordance with your organization’s policies and guidelines. The best tool depends on the task and your firm's guidance.

Only use approved enterprise AI tools. Never upload confidential client information or proprietary documents unless permitted by your firm's policies and compliance guidelines.