71% of senior managers say their meetings are unproductive (HBR). Yet the status, the commitments and the risks were all said out loud in them. Then the meeting ended and someone wrote it up from memory.
meetapp.ai reads the pipeline reviews, QBRs and team weeklies you already hold. It scores every deal, account and project on what was actually said, then chases whatever's missing. A deal nobody has spoken to in six weeks can't show green.
Not because the people in them are careless. Because a meeting is the only process most businesses run with no specification, no record of what it was supposed to establish and no check on whether it did. A sales call, a QBR and a team weekly all break the same six.
It starts without a stated purpose.
Every other process has a spec. A room's purpose is set before anyone joins and that purpose becomes the agenda.
The agenda is abandoned by item three.
Whatever the meeting never reached is logged as a gap against the dimension it was meant to feed, before anyone leaves.
Actions leave the room without an owner or a date.
Commitments are lifted out with the name and the date attached, from the words that were actually said.
The next one re-establishes what the last one decided.
Decisions and open loops carry forward. The session starts where the previous one stopped, not where memory failed.
The person who actually decides was never in the room.
Coverage shows which of the people this work needs have actually been in a room with you. A decision-maker you have never met is a red cell, not a footnote.
Nobody checks whether any of it happened.
What the room agreed is checked against what actually happened, not to grade anyone, but so nothing quietly falls through.
None of these are hard problems. They survive because nothing holds a meeting to its own purpose. Give the room a purpose, hold the agenda to it, take the record out automatically. The hour stops being something you report on afterwards and starts being where the work gets done.
Same book of business, same people. The difference is how much of the week goes into keeping everyone informed about the work instead of doing it.
Not a note-taker with a dashboard attached. One chain, where every link is configured from the one after it: the board decides what the room needs, the room decides what the agenda covers and the agenda decides what counts as missing.
Every team, deal, client or project gets a room, set up from what your board measures. Room type, lifecycle, participants, cadence and lens all come from one definition.
The room's purpose becomes the meeting's agenda: the specification for what this conversation has to establish. Circulated before; carried forward when it isn't reached.
Transcripts, recorded calls, forwarded threads and attached documents, all read automatically. No forms, no data entry, no new habit for anyone to maintain.
Commitments with owners and dates. What was agreed, what was dodged, what was promised last time. Every item anchored to the words that produced it.
Room intel maps onto your dimensions at your weights, scored deterministically and rolled into triage. AI writes the narrative; it never writes the number.
The transcript is scored against the agenda. Anything not covered, not answered or gone stale becomes a gap with an owner and a route home.
Six links, one loop. Every one of them used to be somebody’s job.
In most businesses the agenda is circulated an hour before and abandoned by the second item. Here it's the specification. When a room is configured, the board tells it what it needs to know and those requirements become the agenda. The meeting is now carrying a defined payload.
Afterwards the transcript is read back against it, item by item. That comparison is what turns “we ran out of time” from a forgettable moment into a tracked gap with a name against it. Nobody has to notice. Nobody has to raise their hand.
Coverage isn't a judgement call. It's the agenda, checked against what was actually said.
Businesses don't produce clean data. They produce recordings, email chains, board packs and hallway confirmations. meetapp.ai treats all of it as one input class: unstructured material that contains, somewhere inside it, facts a room is supposed to hold.
Nothing is matched by guesswork. Email routed to a room lands on that entity; there's no sender-domain lottery deciding whose account it belongs to.
Filter the book, sort it worst-first, open a row, click a dimension through to the quote behind it, generate this week's digest. Fictitious data, real engine.
One room per account. QBRs, service reviews and escalations land in it; the board shows which clients are healthy, which are drifting and which have simply gone quiet.
Every dashboard tells you what it knows. This one works on what it doesn't. The gap scanner runs continuously across the whole book; everything it finds has an owner and a route home.
The agenda called for it; the meeting didn't reach it.
Asked for, acknowledged, not delivered.
Last signal is older than this dimension tolerates.
A commitment with no name or no date against it.
As an item to Ask, Confirm or Bring, leading the meeting.
As a request with a reply scaffold; the reply closes it.
A chase with the original ask quoted back.
A request that goes unanswered for three weeks doesn't leave the score unchanged; it lowers confidence in it. Data quality erodes the longer you go without the next update and that erosion belongs on the screen, not in someone's head.
Most tools summarise a meeting. We take evidence from it. The reason people stop trusting status dashboards is that nobody can say where a number came from, so here every dimension decomposes into the signals behind it and every signal carries the exact words, who said them and which session they were said in.
The standard is absolute: no quote, no claim. Anything the model cannot anchor to something actually said is discarded rather than estimated. It measures the work, never the people doing it.
“I'll send someone from my team, I can't make it.”
Illustrative. Every score on the live demo drills down the same way.
A dimension with no recent signal reads as unknown, not as average. An entity that's gone quiet is flagged stale, not fine. Coverage sits on the card next to the score, because the most dangerous entity on any board is the one at a comfortable middle number because nobody has heard from it.
Extraction that can't quote itself is discarded, not guessed.
The score is arithmetic on signals. AI writes only the prose.
How much of this score is actually evidenced, on every entity.
Every movement keeps the meeting that caused it.
Rooms, agendas, lenses, dimensions, roll-up, gap scanner: one engine. What changes per client is the configuration: what a work stream is, what the board groups them by and which dimensions the business actually judges health on.
Your own work, run internally. A project spans teams and a team spans projects: two room types, one set of meetings underneath.
One commercial relationship, end to end: the same room model from first discovery call through to renewal.
The company's own operating book: every work stream inside it, scored on the meetings already being held. It is one half of a two-sided pair: the same board meeting feeds the fund's book too, with a boundary down the middle. The fund's six rooms are below.
A portfolio board is one room of six. A company is sourced, diligenced and transacted long before anybody monitors it; it leaves through an exit, with fund operations running alongside all of it.
New room type, same engine: a configuration, not a rebuild.
Your team’s own working notes (open risks, blockers, where things really stand) live on the internal side and cannot cross into anything client-facing. A boundary in the system, not a policy in a document.
Nothing reaches a client, customer or external party without the owner reviewing it first.
AI proposes; the accountable person owns the record. Stage, value and review dates are never written by a model.
Model routing is centralised and portable, including running entirely on your own provider account.
Every entity, every score, fully auditable: back to the meeting, the speaker and the sentence.
Configure the room → the agenda sets the coverage → email and meetings are digested → intel lands in the room → the board scores itself → the gap scanner closes what's missing → and whatever's still open leads the next agenda.
Every step in that loop is something a person used to do by hand: write the update, compile the board, notice the gap, send the chase. That is the work on work and it is the part that goes away.