AdoptQBR prepHuman review required

QBR Prep Pack

Draft the agenda, the value story, and the three risky questions before your quarterly business review.

A QBR is not a status update, it is a negotiation about the next quarter. The prep that matters is the part where you name the miss before they do.

The template

Copy it, swap the {{marked}} variables for your account, and run it.

prompt.txt

Help me prepare a Quarterly Business Review for a customer. Produce three
things, clearly labeled: (1) a 5-item agenda, (2) a value recap tied to their
stated goals, and (3) the three questions they are most likely to push on,
with a one-line answer stance for each.

Customer: {{customer_name}}
Their stated goals this year: {{stated_goals}}
What they actually achieved (metrics I can defend): {{achieved_metrics}}
Where we underdelivered or slipped: {{gaps}}
Whos in the room on their side: {{attendees}}
The one outcome I want from this QBR: {{desired_outcome}}

Rules:
- Ground the value recap in the achieved metrics I gave you. Do not inflate.
- Name the gaps honestly in the prep; executives respect a CSM who names the miss.
- The three "push" questions should be uncomfortable, not softballs.

Variables

{{customer_name}}: Customer namee.g. Meridian Health Systems
{{stated_goals}}: Their stated goals this yeare.g. cut onboarding time for new clinics from 6 weeks to 3; reduce support tickets 20%
{{achieved_metrics}}: Defensible achieved metricse.g. onboarding now averages 4.1 weeks (was 6.2); tickets down 11%
{{gaps}}: Where we underdeliverede.g. the 20% ticket goal was missed; two promised integrations slipped a quarter
{{attendees}}: Their attendeese.g. VP Clinical Ops (sponsor), a skeptical IT director, a new analyst
{{desired_outcome}}: The one outcome you wante.g. a verbal yes to pilot the new mobile module in Q3

Worked example

A CSM at a healthcare-software vendor has a QBR next week with a partly-happy account. They hit the onboarding goal but missed the ticket-reduction target, and a skeptical IT director will be in the room. He wants a pilot commitment without pretending the miss did not happen.

filled-prompt.txt

Customer: Meridian Health Systems
Their stated goals this year: cut onboarding time for new clinics from 6 weeks to 3; reduce support tickets 20%
What they actually achieved: onboarding now averages 4.1 weeks (was 6.2); tickets down 11%
Where we underdelivered: the 20% ticket goal was missed; two promised integrations slipped a quarter
Who's in the room: VP Clinical Ops (sponsor), a skeptical IT director, a new analyst
The one outcome I want: a verbal yes to pilot the new mobile module in Q3

Good output vs bad output

GOODNames the miss on the agenda instead of hiding it, arms the CSM for the skeptic in the room, and ties every item back to the pilot goal.

AGENDA (30 min)
1. Quick wins recap: onboarding 6.2 -> 4.1 weeks (5 min)
2. Honest look at the ticket goal: 11% vs 20% target, and why (5 min)
3. Integration slip: what happened, revised dates (5 min)
4. Q3 proposal: mobile module pilot (10 min)
5. Open questions + next steps (5 min)

VALUE RECAP: Onboarding is down 34%, that is real clinic capacity back. Frame
it as "you got most of a quarter back per clinic."

THREE PUSH QUESTIONS (likely from the IT director):
- "Why should we add scope when you missed the ticket goal?" -> Stance: the
  ticket miss and the integration slip are the same root cause; the mobile
  module is what closes it. Do not dodge.
- "What is the pilot going to cost us in staff time?" -> Stance: give a real
  number, not "minimal."
- "What happens if the integrations slip again?" -> Stance: offer a dated
  checkpoint, not a reassurance.

BADLooks fine at a glance. Here is why it fails.

QBR Agenda for Meridian Health Systems:
1. Welcome and introductions
2. Review of our strong partnership and shared success
3. Celebrating wins: onboarding improvements and ticket reductions
4. Roadmap and exciting new features
5. Next steps

This has been an incredibly successful year for Meridian! Onboarding is faster
and tickets are down. We're thrilled with the momentum and can't wait to
explore the mobile module together. The future is bright!

Buried ledeThe ticket miss and integration slip, the whole reason the room might be tense, never appear. The CSM walks in unprepared for the pushback.
Over-promising"Celebrating... ticket reductions" implies the goal was hit. It was missed by nearly half; the IT director will catch this instantly.
Generic filler"Welcome and introductions", "strong partnership", "the future is bright" are agenda padding that could apply to any account.
No next stepNo preparation for the hard questions and no stance on the pilot ask, which was the entire point of the QBR.

Guardrails

When NOT to use this

Do not use it to spin a bad quarter into a good one. If the account is genuinely failing, a polished QBR deck makes it worse.
Skip for a first QBR where you have no achieved metrics yet; there is nothing to ground the value recap in.

Responsible use

Every metric in the value recap must be one you can defend live. If you cannot source it, cut it.
The "push questions" are a rehearsal tool; do not paste the model's stances verbatim into the room.

A human must review the output before it reaches the customer.

Model + settings

Model: Claude Opus for a high-stakes or executive QBR; Sonnet for routine ones.
Temperature: 0.4 (moderate, you want some phrasing help, but the numbers stay yours)
Settings: Ask for the three sections to be clearly labeled so you can paste them into your prep doc.
Feed it the real gaps. A model that only sees wins will write you a fragile agenda.

Back to all prompts