Planning

It’s 8am on a Monday. The quarter’s goal lives in a pretty slide nobody has opened since kickoff. Three workstreams moved, two stalled, and you couldn’t say which without asking person by person. The plan exists — it just became a frozen document, while the real work lives in people’s heads, scattered messages, and a board nobody updates. With Apollo, planning stops being a file and becomes a living thing the Chief of Staff maintains: she breaks the goal into tasks, shows what’s blocked, proposes the next priority, and flags you when something slips. What leaves your plate: keeping the plan in sync with reality — chasing status, reshuffling cards, remembering to nudge.

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The pattern behind every flow

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Four planning flows, concretely

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1. A goal becomes a board of tasks with owners

You type one sentence into the chat: “I want to double active pilots by the end of the quarter.” That’s the trigger. The Chief of Staff pulls from the Company Brain what already exists — how many pilots run today, who handles what, what worked in the last batch. On top of that she decomposes the goal into a board: status columns and a set of concrete tasks (“map 20 target accounts”, “prep the demo script”, “review onboarding for current pilots”), each with a suggested owner — a person or another agent, like Scout for the research leg. What she does not do alone: declare “this is done by the 30th and so-and-so owns it.” Assigning a firm deadline and committing someone is a proposal — you review the board, adjust owners and dates, and confirm. From there, the plan exists as trackable work, not a slide.

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2. A weekly routine that proposes the next priority

Nobody has to remember to “do the weekly planning.” The Chief of Staff schedules a recurring routine for herself — every Friday afternoon, or Monday morning. When the routine fires, she sweeps the boards and the CRM, cross-references the Company Brain (quarter goals, what was agreed), and assembles a proposed set of priorities: what deserves attention first, what can wait, what’s been stuck too long. She records it as a short document and hands it to you in the chat. You read it in two minutes and decide. The routine doesn’t pick your priorities for you — it does the tedious sweep and arrives with a grounded recommendation, for you to simply approve (or change).

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3. What’s blocked or in flight stays visible

This is the quiet work that rots a plan fastest: nobody knows, without asking, what’s actually stalled. The Chief of Staff cross-references statuses, deadlines, and the task update threads. When a task runs past its deadline, sits without an owner, or stays in the same column for days, she raises it on her own as a proactive notification — an item in your inbox, a bell. It isn’t you hunting for the bottleneck; it’s the bottleneck coming to you, with the context for why it matters.

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4. Re-plan when something slips

A key deadline won’t be met. The trigger is the task itself running late. The Chief of Staff doesn’t just point at the delay. She pulls the context of dependent tasks, understands what else is affected, and proposes a re-sequence: push milestones, redistribute cards across owners, flag what should drop from the week. It all arrives as a proposal on the board, with the reasoning in plain sight. You approve, adjust, or decline. The re-plan is recorded — and the next time something similar slips, she already knows how you resolved it last time, because it became memory.

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Where the agent stops and calls you

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Where to start

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Next steps