Your quarterly business review with health scores, renewal risk, expansion signals - built from your CRM and product data in under five minutes.
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Drop in real exports — no schema
mapping required.
Executive Summary — renewal framing
Risk Heatmap — tier assignment
Adoption — utilization gap
Feature Adoption — module breakdown
Sentiment — trend line
Stakeholder Map — engagement
Hover the orange chips — each one
bends the deck differently.
The prompt tells Coreworks who this deck is for, what to focus on, and how to frame the narrative. Here's what each part is actually doing.
Build a customer success QBR for covering Q2 2026. Audience is their — skip the product tour, focus on business outcomes. since . (only 38% of licensed seats active). Close with a concrete action plan. Tone: .
Each thing it spots
shapes one slide.
Coreworks looks over your combined CRM, product, and support data first. Here's what it flags — and what each flag turns into.
The CSM puts renewal at 68%, but health has dropped 11 points and two of three risk indicators are active so Coreworks concludes the real odds are lower than the forecast, with only 4 months left to act.
Creates a risk slide, opening with three active flags ranked by severity and the urgency language escalated throughout.
Analytics Pro sits at 38% where similar mid-market accounts average 71% by 12 months. Coreworks flags this as a stall, not a slow ramp.
Becomes a named callout on the feature-adoption slide, with the benchmark comparison and the 23-day inactivity flag.
235 of 250 Core Platform seats are active and feature-depth is top-quartile for the segment, so Coreworks concludes Northwind has the profile of an expansion candidate despite the risk flags.
Becomes the expansion slide, framing the usage data as “what's working” before the ask.
CSAT fell from 4.2 to 3.65 and NPS from +42 to +28, with three SLA breaches in 60 days lining up with Analytics Pro onboarding so Coreworks reads this as product friction, not a relationship breakdown.
Becomes the sentiment slide, showing CSAT and NPS trend lines with SLA breach markers, framed as addressable rather than structural.
Slide order is the argument — here's
why each one sits where it does.
Every slide is in its position for a reason. Here's the communication logic behind the deck structure — and why it works.
The executive summary and stakeholder map come first because the economic buyer needs to know the state of the relationship before they can hear anything else. Get the headline number (ARR, renewal date, health score) and the engagement picture on screen in the first 90 seconds.
Usage data is objective — it’s harder to argue with than a satisfaction score. Establishing what the customer is actually doing with the product before how they feel about it builds credibility. Low CSAT after strong adoption reads differently than low CSAT after low adoption.
A CSAT of 3.65 is a number. A CSAT of 3.65 that was 4.2 last quarter is a story. The sentiment slide always shows the last four quarters side by side — not because historical data is more important, but because direction is what the customer (and your team) can act on.
The goals and value slide comes before the risk register. You earn the right to have a direct conversation about risk by first showing what you delivered. Reversing this order makes the risk conversation feel like an ambush.
The risk register and expansion signals are placed back-to-back deliberately. Ending the evidence section on risk alone puts the customer in a defensive posture. Expansion signals immediately following reframes the meeting: this is not a difficult conversation, it’s a strategic one.
The next-steps slide is not a summary slide. It’s a commitment slide. Each action has a name, a date, and a side (vendor vs. customer). Reading it aloud at the end of the meeting is what converts a good QBR into a QBR that actually moves things forward.
Real teams, real accounts — same
template.
"Our CSMs used to spend 2-3 hours per week building QBR decks. Now they spend that time actually preparing for the conversation. The deck is just there when they need it."
"The first time I ran the template, I had a finished deck for a $420K account in 8 minutes. Every number traced back to a row in my data. The CFO asked where I got the figures — I could show them in one click."
"We run QBRs across 60 accounts a quarter. Deck consistency used to be a constant issue — every CSM had their own version. Now everyone presents from the same template, on that account's live data."
— ready when you are —
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