Productivity
Build a QBR deck
The account's year, told with their numbers rather than yours.
Fill it in
Usage, tickets, adoption and spend.
What they said they wanted when they bought.
A QBR with no risks is a presentation.
Your prompt
Build the QBR. Their goals: [your their goals] Structure it around what THEY said they wanted when they bought, and report against that. A QBR that presents your usage metrics is a report about your product; the customer is asking whether the thing they bought it for happened. Use their numbers where you have them, and ask for the ones you do not have rather than substituting a proxy. Name the risks openly: adoption stalled in one team, the champion moved, seats unused. A QBR with no risks reads as a sales meeting, and the renewal conversation then starts from scratch. End with three things for the next quarter, with owners on both sides.
Use Build a QBR deckOpens with everything above already filled in.
Why this works
A QBR presenting your usage metrics is a report about your product. The customer is asking whether the thing they bought it for happened. This reports against what they said they wanted, and names the risks, because a QBR with none reads as a sales meeting.