Turn voice notes into a deck in the cab.
Turn the thoughts you record in the cab into a deck you can use when you arrive. Speak naturally: what the meeting is about, what you want to say, why it matters and anything you are unsure how to explain. An existing voice note or transcript works too.
Try it now
Copy the prompt into your AI tool of choice, then answer its questions as they come.
Paste it into any AI chat to start. For most people, this is all you need.
Everything on this page in one paste: the prompt plus the full plan, every step and what to check. Use it for longer moves, to plan ahead, to share with a colleague, or if your AI can't open links.
How it goes
What the AI will do
- Organize your voice notes, find context and presentation style, and resolve the argument.
- Build and review a deck within the agreed time and scope.
What to have ready
- A voice recording, voice notes or a transcript.
Where you come in
- Answer short questions and agree on the message and first-version scope.
What you'll get
A usable deck, with any deadline or file-creation limitation stated plainly.
You're done when
You have a coherent deck shaped from your voice notes, with its message, style and slides checked—or a clearly labeled first version with the remaining work identified.
These are general instructions, not a description of this user's particular AI system, tools, access, or circumstances. Adapt the method to the user's goal and the capabilities you can actually use, while preserving the activity's essential sequence, review points, and intended result. ### Start with the activity and the user's context Read the complete activity and guide the user through it. Use the activity prompt yourself; the user does not need to paste it again. Keep the responsibilities of the user, the AI, and any colleague clear. Begin with what the user has already supplied. Establish the intended result and resolve missing context through focused questions when needed. Work within the activity's stated scope, permissions, required confirmations, and stopping points, including any deliberate order for introducing information. Make progress with the available information and reasonable, clearly identified assumptions where the activity allows them. ### Check the capabilities needed for this work Inspect relevant available tools, connectors, and data. Use small, relevant, non-destructive checks to establish whether necessary access or a capability actually works. Naming a product does not establish access to it. Let this activity determine what needs checking; do not impose a universal preliminary questionnaire or a full system audit. When useful access is missing: - Explain what you cannot reach and how that material would help. - Investigate practical setup, connection, export, or other access alternatives before asking the user to gather material or troubleshoot. - If progress depends on access, request only the specific user action or permission needed to enable it or provide the material another way. Continue useful independent work while awaiting the response. - Offer to walk the user through an export or upload. Welcome files, links, copied text, rough notes, or an interview as supported by your system and the activity, and use the best available route. If the missing access is optional, continue with what is available. ### Ask focused questions and respect the answers Ask questions only when necessary to complete the work well or satisfy the activity's required review points. Build on answers already supplied. Ask one question at a time, or a small group of closely related questions. Wait on work that depends on the answer, and continue useful work that does not. Explain unfamiliar language with examples where helpful. Confirm answers or decisions you supply on the user's behalf before treating them as the user's final answers or decisions. This does not require separate approval of every sourced finding; follow the activity's specific review requirements. ### Keep evidence and independent contributions distinct Distinguish evidence, inference, and missing information. Check your work against the source material. Use independent agents when your system actually supports delegation and independent investigation or review would improve the work: - Give each agent a bounded brief and the context appropriate to its role. - Keep discovery independent until synthesis where the activity requires it. Preserve any requirement for the user or colleagues to contribute before seeing other explanations. - Follow the activity's stated fallback and any required confirmation when independent agents or fresh contexts are unavailable. Preserve reviewer isolation where required; describe shared-context or sequential passes accurately. ### Produce, check, and revise the result Do the substantive investigation and production. Carry the activity through to the most complete, usable result within its scope, rather than ending with a plan or handing the main work back to the user. When missing information does not prevent useful work, proceed with clearly identified assumptions where the activity permits them. Check the result against the activity's completion criteria. At each substantive delivery, state what is complete and any material unfinished work, assumptions, helpful missing information, and remaining uncertainty. Explain how these affect what the user can use, and help the user revise the result. Preserve the activity's stopping point. Do not turn a rehearsal, investigation, or test-design activity into execution that the user has not authorized. ### Turn my voice notes into a deck in the cab Use my recording, voice notes or transcript to create a compelling presentation. Welcome rambling thoughts and incomplete sentences. Establish how much time is available before I need the deck and prioritize a useful complete first version. Inspect whether you can process the supplied audio. Transcribe or inspect an available transcript, preserving corrections, uncertainty and important emphasis where audible. Ask about ambiguous names or claims rather than filling them in. If audio is inaccessible, investigate transcription options and help me use the simplest permitted one. Once a transcript is available, continue from it without claiming you heard the recording. Look for the meeting invitation, related emails and chats, project documents and supporting data to establish the occasion and evidence. Early in the work, inspect an accessible brand book, presentation template, style guide or past presentations so the deck fits the organization. Search by the people, project and date in my notes; use small relevant sets of sources and keep track of what was inspected. Ask focused questions about the audience, purpose and key points where those remain ambiguous. I should be able to answer briefly or by voice. Confirm what deliverable is possible in the time and tool environment. If the full ambition is too large, propose a smaller complete deck with supporting detail later. Use the narrative and design process below; shorten its scope to fit, not its factual checks. If a deadline interrupts the work, preserve the usable file, what has been checked and the exact next step. ### Agree on the story before building slides Establish the audience, occasion, presentation length and what I want people to understand, decide or do. Find audience evidence in the invitation, correspondence, prior meeting contributions and project roles; distinguish expressed concerns from inferred ones. Ask focused questions to resolve ambiguity, using what the sources already establish instead of asking me to repeat it. Propose one clear narrative sentence grounded in the source: for example, because this problem matters, we should do this to achieve that result. Explain any material gap between what my source currently says and what I seem to want to communicate. Ask whether the sentence captures my intended point and wait before building the deck around it. Choose a narrative structure that fits: the problem, why it matters, what solving it makes possible, and the solution may work; use another sequence when it serves the argument better. Build coherent phases, each with its own smaller story and a clear transition to the next. Keep the main deck lean enough for the time available. Put necessary reference detail in notes or an appendix. ### Design and create the actual presentation Look for a current brand book, approved presentation template, style guidance and useful past presentations in accessible company material. Inspect their actual slides to understand typography, colors, layout and visual habits; distinguish official guidance from a one-off example. If none is available, use a simple consistent design and ask about preferences only where they matter. Plan each slide around one point. Use a title that states that point, the evidence that supports it and a visual or concise wording that people can absorb while listening. Avoid merely turning each sentence into a bullet. Use comparison, sequence, change over time, a revealing example or a relationship diagram when that is what the audience needs to grasp. Let the message and evidence determine the form. Keep numerical scales, labels, sources and necessary qualifications honest. Where useful, give bounded visual agents the same agreed point and verified evidence to explore genuinely different ways to explain a difficult slide. Reconcile their results into one coherent deck; do not assign disconnected narrative sections to unrelated writers. Use separate passes if agents are unavailable. Inspect available presentation tools and create the actual editable deck, with relevant speaker notes, source references and supporting visuals. If your current environment cannot create the file, investigate a supported creation or handoff route. Provide complete slide-by-slide content with exact titles, body text, notes and visual specifications if that is the achievable fallback, clearly labeled as content awaiting deck creation. Do not call an outline a finished presentation. ### Edit, test comprehension and finish Have a separate editor, where available, examine the draft, sources, audience evidence, agreed narrative and time limit. Ask for specific slides to cut, combine or revise; weak transitions; unsupported claims; and buried points. As lead writer, make the useful corrections and resolve material changes to the agreed argument with me. Then give a fresh audience reviewer the revised deck and only the context the audience would have, including the occasion and evidence about their priorities. Include notes only if they would be spoken. Withhold our drafting conversation and the intended one-sentence narrative. Ask it to retell the argument and requested action, identify what it remembers, and point to confusing or unconvincing slides. Compare that account with our intended story, revise and recheck material misunderstandings. Simulated reactions are not the audience's actual judgment. If independent agents are unavailable, use distinct editing and audience-reading passes and identify that limitation. Read the slide titles in order to check the story. Inspect the rendered slides for legibility, crowding, visual meaning and consistent style, and check the timing. Verify claims, figures and source qualifications. Fix issues in the actual file, recheck affected slides, and deliver the deck with a short account of any unresolved content or rendering limit. Invite my corrections and revise. Keep an explicit record of what has been built so a tool handoff does not lose the agreed story or remaining work. These instructions were written in September 2026 using the frontier models available at the time. You may now have better tools or models, or restrictions that make some tasks harder. Your AI should adapt to the tools and access you actually have and find the best available way to help. Everything here is a starting suggestion for you and your AI, not a proven best practice for every setup. Feel free to rewrite any of it to better meet your needs.
View full AI instructions
Turn voice notes into a deck in the cab.
Turn the thoughts you record in the cab into a deck you can use when you arrive. Speak naturally: what the meeting is about, what you want to say, why it matters and anything you are unsure how to explain. An existing voice note or transcript works too.
The AI will sort out the argument, look for your company's presentation style and ask about the audience, purpose and key points. It will then build and review a presentation. The length of the ride and the tools available will determine how much can be finished before you arrive.
For the user
Record your voice notes on your phone or supply a transcript, then give the AI this prompt. Short spoken replies can resolve questions while it works.
Done when
You have a coherent deck shaped from your voice notes, with its message, style and slides checked—or a clearly labeled first version with the remaining work identified.
Guidance for the AI
These are general instructions, not a description of this user's particular AI system, tools, access, or circumstances. Adapt the method to the user's goal and the capabilities you can actually use, while preserving the activity's essential sequence, review points, and intended result.
Start with the activity and the user's context
Read the complete activity and guide the user through it. Use the activity prompt yourself; the user does not need to paste it again. Keep the responsibilities of the user, the AI, and any colleague clear.
Begin with what the user has already supplied. Establish the intended result and resolve missing context through focused questions when needed. Work within the activity's stated scope, permissions, required confirmations, and stopping points, including any deliberate order for introducing information. Make progress with the available information and reasonable, clearly identified assumptions where the activity allows them.
Check the capabilities needed for this work
Inspect relevant available tools, connectors, and data. Use small, relevant, non-destructive checks to establish whether necessary access or a capability actually works. Naming a product does not establish access to it. Let this activity determine what needs checking; do not impose a universal preliminary questionnaire or a full system audit.
When useful access is missing:
- Explain what you cannot reach and how that material would help.
- Investigate practical setup, connection, export, or other access alternatives before asking the user to gather material or troubleshoot.
- If progress depends on access, request only the specific user action or permission needed to enable it or provide the material another way. Continue useful independent work while awaiting the response.
- Offer to walk the user through an export or upload. Welcome files, links, copied text, rough notes, or an interview as supported by your system and the activity, and use the best available route. If the missing access is optional, continue with what is available.
Ask focused questions and respect the answers
Ask questions only when necessary to complete the work well or satisfy the activity's required review points. Build on answers already supplied. Ask one question at a time, or a small group of closely related questions. Wait on work that depends on the answer, and continue useful work that does not. Explain unfamiliar language with examples where helpful.
Confirm answers or decisions you supply on the user's behalf before treating them as the user's final answers or decisions. This does not require separate approval of every sourced finding; follow the activity's specific review requirements.
Keep evidence and independent contributions distinct
Distinguish evidence, inference, and missing information. Check your work against the source material.
Use independent agents when your system actually supports delegation and independent investigation or review would improve the work:
- Give each agent a bounded brief and the context appropriate to its role.
- Keep discovery independent until synthesis where the activity requires it. Preserve any requirement for the user or colleagues to contribute before seeing other explanations.
- Follow the activity's stated fallback and any required confirmation when independent agents or fresh contexts are unavailable. Preserve reviewer isolation where required; describe shared-context or sequential passes accurately.
Produce, check, and revise the result
Do the substantive investigation and production. Carry the activity through to the most complete, usable result within its scope, rather than ending with a plan or handing the main work back to the user. When missing information does not prevent useful work, proceed with clearly identified assumptions where the activity permits them.
Check the result against the activity's completion criteria. At each substantive delivery, state what is complete and any material unfinished work, assumptions, helpful missing information, and remaining uncertainty. Explain how these affect what the user can use, and help the user revise the result.
Preserve the activity's stopping point. Do not turn a rehearsal, investigation, or test-design activity into execution that the user has not authorized.
Your AI prompt
Turn my voice notes into a deck in the cab
Use my recording, voice notes or transcript to create a compelling presentation. Welcome rambling thoughts and incomplete sentences. Establish how much time is available before I need the deck and prioritize a useful complete first version.
Inspect whether you can process the supplied audio. Transcribe or inspect an available transcript, preserving corrections, uncertainty and important emphasis where audible. Ask about ambiguous names or claims rather than filling them in. If audio is inaccessible, investigate transcription options and help me use the simplest permitted one. Once a transcript is available, continue from it without claiming you heard the recording.
Look for the meeting invitation, related emails and chats, project documents and supporting data to establish the occasion and evidence. Early in the work, inspect an accessible brand book, presentation template, style guide or past presentations so the deck fits the organization. Search by the people, project and date in my notes; use small relevant sets of sources and keep track of what was inspected. Ask focused questions about the audience, purpose and key points where those remain ambiguous. I should be able to answer briefly or by voice.
Confirm what deliverable is possible in the time and tool environment. If the full ambition is too large, propose a smaller complete deck with supporting detail later. Use the narrative and design process below; shorten its scope to fit, not its factual checks. If a deadline interrupts the work, preserve the usable file, what has been checked and the exact next step.
Agree on the story before building slides
Establish the audience, occasion, presentation length and what I want people to understand, decide or do. Find audience evidence in the invitation, correspondence, prior meeting contributions and project roles; distinguish expressed concerns from inferred ones. Ask focused questions to resolve ambiguity, using what the sources already establish instead of asking me to repeat it.
Propose one clear narrative sentence grounded in the source: for example, because this problem matters, we should do this to achieve that result. Explain any material gap between what my source currently says and what I seem to want to communicate. Ask whether the sentence captures my intended point and wait before building the deck around it.
Choose a narrative structure that fits: the problem, why it matters, what solving it makes possible, and the solution may work; use another sequence when it serves the argument better. Build coherent phases, each with its own smaller story and a clear transition to the next. Keep the main deck lean enough for the time available. Put necessary reference detail in notes or an appendix.
Design and create the actual presentation
Look for a current brand book, approved presentation template, style guidance and useful past presentations in accessible company material. Inspect their actual slides to understand typography, colors, layout and visual habits; distinguish official guidance from a one-off example. If none is available, use a simple consistent design and ask about preferences only where they matter.
Plan each slide around one point. Use a title that states that point, the evidence that supports it and a visual or concise wording that people can absorb while listening. Avoid merely turning each sentence into a bullet. Use comparison, sequence, change over time, a revealing example or a relationship diagram when that is what the audience needs to grasp. Let the message and evidence determine the form. Keep numerical scales, labels, sources and necessary qualifications honest.
Where useful, give bounded visual agents the same agreed point and verified evidence to explore genuinely different ways to explain a difficult slide. Reconcile their results into one coherent deck; do not assign disconnected narrative sections to unrelated writers. Use separate passes if agents are unavailable.
Inspect available presentation tools and create the actual editable deck, with relevant speaker notes, source references and supporting visuals. If your current environment cannot create the file, investigate a supported creation or handoff route. Provide complete slide-by-slide content with exact titles, body text, notes and visual specifications if that is the achievable fallback, clearly labeled as content awaiting deck creation. Do not call an outline a finished presentation.
Edit, test comprehension and finish
Have a separate editor, where available, examine the draft, sources, audience evidence, agreed narrative and time limit. Ask for specific slides to cut, combine or revise; weak transitions; unsupported claims; and buried points. As lead writer, make the useful corrections and resolve material changes to the agreed argument with me.
Then give a fresh audience reviewer the revised deck and only the context the audience would have, including the occasion and evidence about their priorities. Include notes only if they would be spoken. Withhold our drafting conversation and the intended one-sentence narrative. Ask it to retell the argument and requested action, identify what it remembers, and point to confusing or unconvincing slides. Compare that account with our intended story, revise and recheck material misunderstandings. Simulated reactions are not the audience's actual judgment. If independent agents are unavailable, use distinct editing and audience-reading passes and identify that limitation.
Read the slide titles in order to check the story. Inspect the rendered slides for legibility, crowding, visual meaning and consistent style, and check the timing. Verify claims, figures and source qualifications. Fix issues in the actual file, recheck affected slides, and deliver the deck with a short account of any unresolved content or rendering limit. Invite my corrections and revise. Keep an explicit record of what has been built so a tool handoff does not lose the agreed story or remaining work.
These instructions were written in September 2026 using the frontier models available at the time. You may now have better tools or models, or restrictions that make some tasks harder. Your AI should adapt to the tools and access you actually have and find the best available way to help. Everything here is a starting suggestion for you and your AI, not a proven best practice for every setup. Feel free to rewrite any of it to better meet your needs.
These instructions were written in September 2026 using the frontier models available at the time. You may now have better tools or models, or restrictions that make some tasks harder. Your AI should adapt to the tools and access you actually have and find the best available way to help. Everything here is a starting suggestion for you and your AI, not a proven best practice for every setup. Feel free to rewrite any of it to better meet your needs.