QBR Builder

Goal

Produce a complete, structured Quarterly Business Review document that highlights wins, quantifies value delivered, surfaces risks, and closes with a clear ask — ready to present to the customer.

Trigger

Invoke when preparing for an upcoming QBR or Executive Business Review with a key account.

Steps

1. 1

   Using your connected tools (for example the CRM account record, product usage analytics, call transcripts from Gong, support tickets, and recent email threads), gather everything relevant to $account_name for the past quarter: usage trends, feature adoption, open and resolved tickets, stakeholder changes, NPS or sentiment signals, and any logged wins or escalations. If a needed tool isn't connected, ask the user to paste what's available.

   • □Usage and adoption data for the quarter is present
   • □At least one source of customer sentiment or feedback is included
   • □Renewal date and contract value are confirmed
2. 2

   Identify and articulate 3–5 concrete wins from the quarter for $account_name: specific outcomes the customer achieved, milestones hit, or measurable improvements tied to product usage. Frame each win from the customer's perspective, not the vendor's.

   • □Each win is tied to a specific metric or outcome, not a vague claim
   • □Wins are written in customer-centric language
3. 3

   Quantify the value delivered this quarter. Calculate or estimate time saved, cost reduced, revenue influenced, or efficiency gained based on available usage data and benchmarks. If exact figures aren't available, use reasonable ranges and state assumptions clearly.

   • □At least one value metric is expressed as a number or range
   • □Assumptions behind estimates are explicitly stated
4. 4

   Surface the top 2–3 risks heading into next quarter: low adoption areas, unresolved support issues, stakeholder churn, underused features with high potential, or sentiment signals that suggest churn risk. For each risk, include a brief recommended mitigation action.

   • □Each risk has a paired mitigation or next step
   • □Risks are ranked by severity or likelihood
5. 5

   Craft 'The Ask' section: a single, clear call to action for the QBR meeting. This could be a renewal or expansion commitment, an introduction to a new stakeholder, agreement to a success plan, or a pilot of an upsell. The ask should feel like a natural next step given the wins and value delivered, not a cold pitch.

   • □The ask is specific and actionable, not vague
   • □The ask is logically connected to the evidence presented earlier
6. 6

   Assemble the full QBR document in a clean, presenter-ready structure: Executive Summary, Wins, Value Delivered, Risks & Mitigations, Looking Ahead (next quarter goals), and The Ask. Each section should be concise enough to support a 30–45 minute conversation, not replace it.

   • □All five core sections are present and populated
   • □Executive Summary can stand alone as a one-paragraph brief
   • □Document is free of internal jargon the customer wouldn't recognize

Output format

Deliver the QBR as a clearly headed document with six sections: Executive Summary, Wins This Quarter, Value Delivered, Risks & Mitigations, Looking Ahead, and The Ask. Use bullet points within sections for scannability. Bold key metrics and the ask statement. Keep total length suitable for a 1–2 page leave-behind or a slide-by-slide narrative guide.