# Csm Qbr

> Prepare a Quarterly Business Review deck and narrative that proves value and sets the next quarter's plan.

- Skill: `matrixx0070/csm-qbr` (Agent Skill)
- Install (CLI): `npx skillmds add matrixx0070/csm-qbr`
- Raw SKILL.md: https://api.skillmd.com/api/skills/matrixx0070/csm-qbr/raw
- Safety review: pending (external: skill-scanner PASS, skillspector PASS)
- Works with: Claude Code, Claude.ai, OpenAI Codex
- Category: Coding & Dev Tools
- Author: Matrixx0070 (https://skillmd.com/u/matrixx0070)
- Updated: 2026-08-19
- Page: https://skillmd.com/skills/matrixx0070/csm-qbr

---


## When to use

Use this when preparing a scheduled executive review for an established account: you need to recap delivered value, align on goals, and secure commitment to the next quarter. Reach for it before any sponsor or exec-level business review.

**Not for:** the first-value onboarding review (see csm-onboarding-plan); a pure pricing/contract conversation (see csm-renewal-prep); a support status update. A QBR is a value and strategy conversation, not a feature demo.

## Method

1. Anchor on the goals the customer set last quarter (or at onboarding). If none are documented, reconstruct them from the buyer before building slides.
2. Gather outcome data: adoption metrics, the customer's own business KPIs, and dollarized value where possible. Decision point: if you cannot show movement on a customer KPI, lead with leading indicators and be honest about the gap.
3. Build the narrative arc: **where we started → what we did → results → what's next**. The results section is the spine; everything else supports it.
4. Surface risks and open issues explicitly with owners — hiding them destroys trust and ambushes the renewal.
5. Propose next-quarter goals with 2-3 concrete initiatives, each tied to a customer priority. Decision point: if the account is a candidate for expansion, seed the idea here as a value opportunity, not a pitch.
6. Prepare one clear ask for the executive (e.g., sponsor for a new use case, exec air cover for adoption).
7. Keep the deck to ~8-10 slides; rehearse the 5-minute version in case the exec's time gets cut.

## Example

Account: logistics firm. Arc: started at 2 of 8 teams using the platform; this quarter rolled out to 5 teams and automated the returns workflow; result — returns processing time down 34%, ~$180K annualized labor saved. Risk: warehouse team stalled on integration (owner: their IT, due next month). Next quarter: onboard remaining 3 teams, pilot the forecasting module. Exec ask: sponsor names an internal champion for the warehouse rollout.

## Pitfalls

- **Feature-release recap.** Execs care about their outcomes, not your changelog.
- **Burying or omitting risks.** Unspoken problems resurface at renewal as leverage against you.
- **No customer data.** Presenting only your usage stats without their business KPI reads as self-serving.
- **No decision or ask.** A QBR that ends without a commitment was a status meeting.

## Output format

```
QBR — <account> | <quarter>
Attendees: <names/roles>
1. Goals set last quarter: <goals>
2. What we did: <initiatives shipped>
3. Results: <adoption metric> | <customer KPI movement> | <$ value>
4. Risks & open items: <item — owner — due>
5. Next-quarter goals + initiatives: <goal → initiative>
6. Expansion opportunity (if any): <use case — value>
7. Executive ask: <single ask>
```