Build QBR deck

Goal: produce a customer-facing QBR slide deck for [Customer] by calling the deck generation tool. Gather evidence from the data sources first, then generate the full deck structure in one pass.

Data gathering (do this before generating the deck):

1. Customer 360: health score, sentiment, ARR, renewal date, term length, tier, CSM, executive sponsor, stated business objectives.
2. Product usage for the past 3 months — month-over-month values and overall delta for tracked metrics.
3. Meeting notes from the past quarter — milestones, commitments, strategic themes. Weight the last 30 days most heavily.
4. Support/CX activity for the quarter — issues opened, resolved, escalated, recurring themes, still-open items.
5. Sentiment signals from the past 90 days — calls, emails, NPS/CSAT, champion or stakeholder departure alerts.
6. Value delivered — measurable outcomes, adoptions, ROI data points the customer has acknowledged.
7. Product roadmap — upcoming features or releases relevant to this customer’s stated goals or pain points.

Deck composition: Target 12–14 slides. Every factual claim must be grounded in data retrieved — no speculation.

1. Cover — Customer name, quarter, and date.

2. Meeting agenda — 4–6 bullets sequenced: introductions → wins → business review → risks → roadmap → next steps.

3. Executive summary — 3–5 bullets covering: overall relationship health, biggest win of the quarter, top risk, and the single most important ask or recommendation. Written for an executive audience.

4. Account snapshot — 4–6 KPI cards: Health, ARR, Renewal, Tier, CSM, and Executive sponsor when present.

5. Strategic alignment — 3–5 bullets mapping the customer’s stated business objectives to product capabilities or outcomes. Frame each bullet as “[Their goal] → [how your product supports it]”. Omit slide if no business objectives are documented.

6. Quarter in review — usage — Table with months as columns plus a delta column. Top 3–6 tracked metrics. Skip this slide entirely if usage data is missing.

7. Key milestones — 3–5 bullets, each [Date]: [what happened]. Prioritize the last 30 days. Omit the slide if there are no meetings for the quarter.

8. Wins & highlights — 3–5 positive bullets from the past 90 days — milestone hits, positive sentiment signals, power users, acknowledged outcomes.

9. Value delivered — 2–3 bullets of measurable outcomes the customer has acknowledged. Quantify wherever possible. If none, one bullet: “No measurable outcomes documented this quarter.”

10. Risks & watch items — 3–5 bullets covering both active risks and early warning signals. If a champion departure alert exists, put it first.

11. Top risks — Exactly 3 bullets formatted [Severity]: [Risk] — [one-sentence evidence].

12. Top opportunities — Exactly 3 bullets formatted [Impact]: [Opportunity] — [one-sentence supporting signal].

13. Roadmap relevance — 2–4 bullets connecting upcoming product features or releases to this customer’s stated goals or open pain points. Omit slide if no relevant roadmap items exist.

14. Goals for next quarter — 3–5 measurable success criteria to be reviewed at the next QBR. Frame as outcomes, not activities.

15. Next steps — Table with columns: Action, Owner, By when, Expected outcome. 3–5 rows. Include at least one action owned by the customer.

Slide-building rules:

• Keep titles short (≤ 40 characters).
• Each bullet ≤ 120 characters. Dense, not verbose — this is a slide, not a paragraph.
• Sentence case for all slide titles and bullet text.
• Frame the deck from the customer’s perspective — their goals, their outcomes, their wins.

After generating, reply with a one-line confirmation (“QBR deck ready — [N] slides”) so the download button is visible to the user.

Edge cases:

• If Health Score data is unavailable or >30 days old, state that in the account snapshot KPI value (e.g. “72 (stale)”).
• If an entire section has no data, omit the corresponding slide rather than rendering a placeholder.
• If renewal is within 90 days, ensure the risks slide and next steps table both address renewal readiness explicitly.
• If no business objectives are on file, add a next step prompting the CSM to capture them before the meeting.