# Executive Brief

**Framework:** Situation-Complication-Resolution (SCR)  
**Use for:** Communicating a complex situation, recommendation, or decision to senior leadership  
**Time required:** 30–45 minutes

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## How to use this template

1. Fill in the header fields and set the status so readers know whether this is for information or action.
2. Write the TL;DR last — it should summarize what's in the body, not introduce new content.
3. Follow the SCR sequence: current state (Situation) → what changed or what's wrong (Complication) → what you're recommending (Resolution). Don't skip steps.
4. Fill in the options table honestly — include the option you're NOT recommending so readers see you considered alternatives.
5. End with a clear "what we need" table so the ask is unambiguous.

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## Header

| Field | Details |
|-------|---------|
| Date | [Date] |
| Author | [Name, Title] |
| Audience | [Names / roles of intended readers] |
| Status | [Draft / Final / For Decision / For Information] |

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## TL;DR

Three bullets maximum. If a reader only reads this section, they should understand the situation and the ask.

- [Key point 1: the most important thing to know]
- [Key point 2: the recommendation or decision needed]
- [Key point 3: the consequence of inaction or the deadline]

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## Situation

*What is the current state? Write 2–3 sentences describing the context a reader needs to understand the problem. Assume they haven't been in the weeds.*

[Describe the current state of the business, project, or system. What is working, what exists, what decisions have already been made that are relevant here.]

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## Complication

*What has changed, or what problem has emerged? This is the reason this brief exists.*

[Describe what is new, different, or wrong. Why is the current situation no longer acceptable or sustainable? What data, event, or insight triggered this brief?]

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## Recommendation

*One clear statement of what you are recommending or requesting. Not a list of options — the options come below.*

**We recommend:** [Single, clear action or decision — e.g., "Approve a $200K budget increase for Q3 to staff a dedicated security team."]

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## Options Considered

| Option | Pros | Cons | Recommended? |
|--------|------|------|--------------|
| [Option A — your recommendation] | [Why it works] | [What it costs or risks] | Yes |
| [Option B — a real alternative] | [Its genuine upside] | [Why it falls short] | No |
| [Option C — status quo or do nothing] | [Any case for inaction] | [Why inaction is risky] | No |

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## Key Risks

| Risk | Likelihood (H/M/L) | Impact (H/M/L) | Mitigation |
|------|-------------------|----------------|------------|
| [Risk 1] | [H / M / L] | [H / M / L] | [What reduces this risk] |
| [Risk 2] | [H / M / L] | [H / M / L] | [What reduces this risk] |
| [Risk 3] | [H / M / L] | [H / M / L] | [What reduces this risk] |

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## What We Need

| Decision or Resource Needed | Owner | Due Date |
|-----------------------------|-------|----------|
| [Specific approval, funding, or action required] | [Name] | [Date] |
| [Specific approval, funding, or action required] | [Name] | [Date] |
| [Specific approval, funding, or action required] | [Name] | [Date] |

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## Appendix

*Optional. Attach supporting data, charts, models, or detailed analysis here. The body of the brief should stand on its own without the appendix.*

- [Appendix A: Description]
- [Appendix B: Description]

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*The SCR framework — Situation, Complication, Resolution — keeps executive communication focused on decisions, not narration. Covered in depth at biztechprimer.com.*