We are live. Oh. Okay. Great. Awesome. And we actually already have somebody joining us. Great.

Alright.

Hello. Merryly.

Hello.

Hello, everyone.

Great to have you all here with us today.

Obviously, it's a little early. We'll give it a few minutes for everybody to join us today.

We have to do the music thing next time.

How do I play music while we wait?

That'd be a nice addition. I'm looking forward to getting Lyden's perspective today. Brian knocked it out of the park in, episode one. So, Lyden, you've got big shoes to fill.

That's right.

We'll we'll see. If it's not a competition, it's a competition.

If it's our peers, it's a competition.

And, for those just joining, if you didn't catch episode one, make sure to check it out on our website in the RevPartners Academy. It was a really great session.

Thank you. Thank you. Hi, everyone. We have a few folks coming in at the top of the hour. Thank you all so much for joining us today. We're giving everybody a few minutes while we get settled in, and get us started. So we'll give them about maybe two or three more minutes.

Awesome.

Where's everybody joining us from today?

Do we have the chat enabled for people to tell us where they're coming from?

Where they're tuning in from?

Could be.

So, guys, the chat is enabled.

Yeah. Anybody who wants to tell us where they're tuning in from, let us know. I'm actually located in Colombia. Fun fact about me, I mentioned it last time.

So I'm probably one of, like, the few RPAers that are international and proud of it. But happy to hear where everybody's tuning in from.

Chat is disabled for me. Okay.

Just oh.

Host and panelists.

Let's see. Yeah. I was afraid that would happen.

Says it's open for everyone.

Figure it out here in the next minute or two While we wait for everybody to join us and, again, for those coming in just now, we're giving folks a few minutes to join us before we go ahead and get started.

I hope you all did the homework. We had a goal matrix template that we sent out last time, so that you had all of the, like, the specifics of what needs to go into the data of your PVR. So if you didn't catch it, let us know. We can send it over again, but, it's gonna be the foundation of what we talk about today.

Alright. The chat is enabled.

Nice. Okay. People from all over.

Nice.

In South Carolina. Cassie, where are you at? Tennessee. No one wants to get this specific city. Atlanta. Yeah.

It is hot. Finally, a little bit of relief today. Sacramento.

Aaron says you're right. I do not know where that is.

Awesome. Alright. Great. So it it looks like we have a little bit of a crowd.

Colt, do you wanna maybe kick us off?

Yeah. Absolutely.

Everybody, welcome back to part two of our QBR series running a QBR like a pro. We've got two pros with us today joining. I don't consider myself one. I'm here to learn.

But we've got Diana Gonzalez who, leads our sales and marketing team. I work pretty closely with Diana now. And then Andrew Lyden, the COO at RevPartners, who has a lot of great insights. I'm excited to, to learn.

Alright. Great. Let's go ahead and get us kicked off.

I'm gonna go ahead and start screen sharing, and we'll get going from here.

Alright. Perfect. So, guys, welcome back. Thank you so much for being here.

Colt is host hosting us today. He'll be in charge of the q and a chats and polls that we'll be running.

So, it's a little bit easier for everyone. So thank you so much, Holt. But I'll go ahead and get us started here with a little bit of a poll. So if you came to our first session, you heard our spiel about what a QBR is and what it is not. So tell us a little bit about, this. What do you think the objective of a QBR is?

Is it passing judgment on performance of the sales and increase of quotas, assess performance of the business over the past quarter and align on strategies for the upcoming period, or evaluate the profitability of the marketing sales and CS teams. What do we got?

A few people giving us answers here. Thank you so much for interacting, and looks like everybody's getting it right. So I'm super excited that it's not the first one. I know.

Was gonna say, hey. We'll probably have a whole bunch of sales folks here, so I'm excited about that.

Looks like everybody's getting it right. It's number two, something the performance of a business over the past quarter and aligning on the strategies for the upcoming period. So excited to see that we're all on the same page.

I'm gonna go ahead and and, we can share the results.

Perfect. Alright. You got it right. Awesome. So let's go ahead and keep going.

I'll just do a brief introduction here for myself, and then I'll pass it over to Lyden.

I mentioned it in the first QBR, but wanna give a little bit of a reminder. I'm currently the senior director of sales and marketing at Rift Partners. So I am one of the stakeholders of the QBR both in, like, creating it, but also the folks actually, listening to all of the recommendations and hearing how well we're doing and and how well we're not doing sometimes.

So I actually started our RevPartners asset strategist. So I was one of the folks working with all of our different partners or customers, like, day in and day out in their operations. And then I transitioned over to the sales team. So I was the one doing QBOs before, and now I'm sort of, like, the folks receiving the information at the end of the QBR.

Lyden, you wanna give us a little bit of an intro on you?

Yeah. So I'm I'm our COO.

It says executive officer, so that's that's I've got I've got We bumped you up.

And so, the delivery team mainly reports to me. And if you think about it, we run QBRs for roughly half of our partners. Partners are our customers.

And so we've really had to think through what is the process, what's the storytelling, what are the data points, what are the templates that we do for QBRs. And we have a number of, industries and data models that we work with. And so, perfecting the QBR is a a really important aspect of our business. And so I'm working directly with the playbooks team as well as the delivery team to make sure that we're continuing to improve and learn from previous QBRs, and just in general how we deliver a QBR.

And the reason why I asked Lido to be here today is because the mechanics and the data and all of that stuff is usually done by Brian and his team, but Andrew is all about the storytelling. What is the data telling us, not just the numbers in the screen. Right? So really excited for us to hear a little bit about that, from Leiden's Leiden's topic today.

Just as a reminder, we are in this section, webinar one. It already happened about a month ago. It's recorded. It's on our website.

Today, we're doing the second one. And then, in the first of August, we'll have our final and third webinar to talk about recommendations and conclusions.

So, going forward.

So for today's agenda, we're gonna go through structuring the QBR, facilitation tips, and then the content creation, which is gonna be Liden's part. So I'm gonna go ahead and get started here with a little bit of the structuring of your QBR.

So one of the things that we talked about, in the last webinar was the organization that goes around doing these QBRs. And I approached this from the perspective of we are, like, our in house rev ops is doing all of these things and coordinating all of these things internally with our stakeholders. So that's how you listen how you'll be experiencing this information from my side. But, obviously, like, we are doing this for our partners or our clients as well, so that's a little bit different.

And you might have heard that difference also when when Brian was talking about it. So when it comes to before the QBR, there's a lot of things that you're doing on your end if you're the person organizing the data, creating the story, all of that good stuff. But do not miss out on this very basic, like, sort of, like, housekeeping items. Right?

So make sure that you book the meeting with enough time. You have a lot of stakeholders. It's probably going to be a lot of busy agendas. Make sure that you book them at at least three to four weeks out because you need at least forty five minutes to an hour to go go through all of this information.

Also, I suggest something the agenda beforehand and also having it available as part of the calendar, so that everybody knows what you're going to be talking about. And having a consistent agenda quarter over quarter in all of your PBRs also drives a lot of alignment on what is going to be expected from the meeting itself.

We also have what we call, like we don't call this. I call it, like, a QBR committee, which is basically the folks from the rev ops team. They're organizing all of this data, and then it's usually Lyden and myself, in this case, the that group of of four people are meeting prior to the QBR, sort of like assessing the data, making sure that we are not making any wrong assumptions or that we have the story there to be able to present to the rest of the stakeholders.

And then the fourth and final tip that I have for you guys is having a QBR dashboard. I think Brian mentioned this in a little bit more detail last time, but we have a HubSpot dashboard that has all of the data inputs that we need from for our QBR directly on there. So because there's such a short time between the end of the quarter when you have to present your QBR, just having that dashboard already made, updating in in real time, and being able to make quick last minute changes is just really, really helpful. So those are some housekeeping tips that I have for you. Now let's talk a little bit about the stakeholders.

So this is my recommendation. This is what we do internally as well. So leadership from sales, marketing, and service teams should be in the QBR meeting.

We have, for example this depends a lot on the size of your company as well and how many stakeholders you'd be able to have in one meeting. But for us, we have marketing sales and service teams, like, or marketing and sales teams, like, the go to market teams. In the meeting, we have marketing sales and service leaders, and then we have the revenue operations folks in the meeting as well actually leading the meeting. So in all in all, we're about maybe, like, twenty people in this meeting, just all receiving the same leadership is obviously The leadership is obviously going to want to get to the nuts and bolts of this.

Right? Like, did we hit quota or did we not, and why or why not? It is important that you set and communicate clear goals and expectations with leadership, especially in regards to, hey. Can we all commit to And I know this is very different for different companies, but a lot of times, goals change in the middle of the quarter or, there's a lot of changes that happen.

So communicating in the goal of the QBR prior to the meeting is important, but also confirming the actual quarterly goals prior to the meeting so that if something changed with the sales manager or the marketing manager or whomever and they have different goals, then you are also kept in the know, and you're not making any wrong assumptions.

And then to really be able to capture those stakeholder expectations, especially especially from leadership, taking notes and sending a recap email is very important, especially with all of the decisions pending and decisions made from the QBR.

I also recommend having a follow-up email. Usually, I oh, sorry. Meeting. I usually have a follow-up meeting with my leads. So I'm director of sales and marketing. I have a follow-up, meeting with the leads of sales and the two demand gen teams that I have, to go through, like, any additional data requested, additional recommendations, and committing to next steps that usually end up floating around at the, like, in the midst of the KBR meeting.

We also have your go to market teams. So these are folks that, like, from the leads to the people actually executing day in and day out, all of the initiatives that you pretty much talk about in these QBRs. So it's important to keep them on the know. Make sure that the previous quarter goals were communicated and confirmed.

If you're not communicating these goals to your team, then they're probably either not meeting them or they are meeting them and they don't know they are. So just like that communication in regards to the goals from revenue to deal that we need to be generating and the sources of each of the deals that need to be generating is very important. And then in this QBR, they're also expecting to learn a little bit more about what we are doing in the following quarter. So next quarter goals and the new campaigns or initiatives are communicated in here.

I also, recommend that you are inviting feedback. So these people executing, on this initiative day in and day out may have different vantage points. Make sure that you capture the notes, discrepancies, and objections, in your, like, recap emails so that everybody feels heard and is able to really bring up things that you might not be able to see in in general.

Okay. So time for our second poll. Are you guys doing QBRs? I mean, this is what we talk about.

We've been talking about it for a while. Just curious. Are you all just getting started? Do you wanna know what QBRs are? Are you already running them? Are you implementing them?

Let's see.

What do we have called? What are people saying?

It is, it's a sixty forty split just about right now with, well, sixty two thirty eight. Eight people saying yes, five saying no. We're leaning more towards yes now. Sixty four percent.

Thirty six percent saying no.

Alright. Great. So great for the people who are doing QBRs. I hope some of these tips are helpful.

For you guys, the one that are not doing QBRs, yet, and I'm hoping that this webinar will help you get there. But the ones that are not doing QBRs yet, really encouraging to see you guys here sort of, like, learning from all of the best practices. Remember that we have a QBR template available on our landing page. I'll also take the opportunity to send that in our recap email today, so that you have it available because everything we're talking about, including the examples that we give, are part of the template that we have available for you all.

Alright. Great.

Do we wanna let's go ahead and end the poll, and we'll keep going.

Great.

Alrighty. So let's talk about leading engaging QBR discussions.

So here's the first part that I do wanna insert, like, highlights.

I I think it should be incur we should be encouraging participation throughout PBRs. So there's a lot of data. There's a lot of information. There's a lot of recommendations. And the person from the rev ops seat driving the QBR meeting is going to want to go through all of their points, like, really straightforward and sort of get to the final line. But from a management perspective, it's important that everybody feels like they have ownership around the QBR and what is happening. Right?

So, recognition is really important. Make sure that you take the time to celebrate accomplishments.

I usually like doing, like, a summary at the very beginning of the QBR from a team perspective. What were the big wins? What were the big things that we did accomplish as a team, that were sort of, like, noteworthy.

Pointing out all the good trends and mentioning QBR collaborators and just really thanking the people that are, doing the work that we're that they're doing to be able to give us that visibility.

I also recommend having role assignments. So within the rev ops team that's working on creating this QBR, make others accountable so that they are listening to everything that you're saying. So who's gonna be doing note taking? Can anybody help me with timekeeping?

Can we write down the open questions and their next steps? It would usually be the person driving the meeting at least from our side, but it can get really tricky. And there's a lot of information. So if you have someone that can help you, I do suggest that.

I talked a little bit about this last time, but having and fostering a nonjudgmental environment is really important for QBRs.

Just clear guidelines, mentioning everyone's opinion is valued, and just making sure that there's no particular, like, finger pointing, during the QBR itself is really important. And then at the end, always having time available for q and a and what we call around the horn. There's always going to be, lower voices. There are people who are not so, excited about giving their opinion or comments.

So the user going around the horn, in rep partners to allow those people to speak. So, basically, at the end of the call, just call each person's name. Do you have anything else to add? Make sure that these people are able to speak into what they just heard for the last hour.

So the rev ops team is the one actually leading the conversation.

And for to effectively lead the conversation, there's two things that I believe are really important. The first one is starting with the end state in mind. I've I've already mentioned the agenda a few times. I have one more where I will mention it again. It is so important.

The desired outcome of the meeting and just setting that first few minutes of the meeting is absolutely crucial to be able to have a smooth transition recommendations.

And then also driving through time management. So having structured times of, like, we're gonna spend fifteen minutes looking at the data or fifteen minutes looking at the recommendations and just having that, sort of, like, predetermined at least for yourself to know that you will be able to reach the end of your agenda, within the period of time that you have allocated.

So, again, agenda here, I like distributing the agenda prior to the meeting, and this is for effective facilitation.

So distributed prior to the meeting, set clear objectives, and drive alignment.

Driving alignment is probably where I will pause here for a second.

Assumptions can really break trust when it comes to, like, giving information or, like, talking about a story that you don't have context about. So make sure that you pause and you ask for any assumptions that you're making to to make sure that they are correct, or hear anybody's feedback, also asking yes or no questions, will drive more decisions being made during the the QBR meeting. So not just like, what do you guys think about this? More like, is this accurate in your perspective? Yes or no is what drives more decisions.

I have here two slides in terms of recommended agenda and recommended objectives that I just talked about. You can grab grab them directly from this, deck and then just plug them into your deck. This is what I recommend for the QBR agenda and also what, we have for us internally. You don't have this in your own QBR's external, template, so feel free to grab it from here. And then these are the QBR objectives that I recommend. And, again, just a lot of, like, our objective is revenue goal attainment, why and why not, positive, negative trends, neutral trends, understanding the road map for next quarter, and setting goals and and initiatives for the following quarter as well.

And then the last piece from my side is going to be around handling challenging questions and and objections.

So you're gonna probably be really familiar with the data that you're presenting and the story that that you're telling behind that data. But just knowing and understanding that you need to trust the data, but be open to context. Right? Like, a lot of times, we're making those assumptions, and, then the the sales manager comes up and says, well, we actually lost someone this quarter, so we couldn't have reached that.

You know? Whatever it is, like, context has a lot to do with the data that you're seeing, so just be open to it. And anticipate potential questions, especially if you're with leadership, you're likely going to be asked questions. So make sure that you note them and that you are digging in a little bit further than just the superficial, data that you're looking at.

Make sure that you always use some positive framing. So acknowledge the concerns, reframe as opportunity, propose solutions, and always seek input. And then the follow-up, noting down the result of objections next steps.

So those are a little bit of, or the topics that I have for us today.

Now we're going into crafting a compelling story from Andrew.

Alright. So my section is gonna be more for the person who the rev ops team or the person who's actually building the QBR.

And so how do you take all this information and everything and actually, put it into a compelling story that then you can drive action? So if you go to the next slide, if you think about what are we doing in rev ops, like, what is the purpose of rev ops, essentially, what we're doing at the highest level is we're organizing multiple teams to get their process and data in order so that we can create accurate reporting. And so that's, like, step one and two. What do we do with act, that reporting?

We wanna create actual insights that drive action. And so the the actionable there's accurate reporting and then actionable in the insights is really critical. And so how do we do that? If there's no action and you just show a bunch of data and nothing changes, then the other two steps before it, are, almost for a waste.

And so this part, even though it's a small section, I believe is critical to the rev ops team success because if they can't drive action into other teams, then change doesn't happen in the organization.

And then as soon as you have action, then that's the, that's how you improve process or performance and go you start to flywheel again.

And then you gotta measure again to make sure the action that you change actually made a made a positive change.

So if we go to the next slide, How many of you have been in a QBR? There's kinda two types of QBRs. Right? There's one where it's just a ton of information.

Just data overload, I'm gonna give you every insight, every chart, every data point that I can, I can see? There's no interpretations. You gotta the reader themselves are trying to figure out, okay. What's the takeaway here?

Wait. Why is that chart going up or down? What's going on? You jump across the customer journey, but also high and low within data.

And so not only is it, like, each slide or insight difficult to follow, but also how they layer on top of each other. And all of this comes to there's no story. And so that I've been in a lot of QBRs where that's the case, and it's it is a mental workout for your audience, and you don't wanna be in that place. And so what does option b look like?

Curated insights. We're only sharing the data that's relevant. If there's a ton of other data points, put it in the appendix.

And if that question comes up, you can easily go to it. But if it doesn't fit into your story, don't include it. Clear takeaways is number two. At the very top of every single slide, it needs to have the bluff or the what is the takeaway of the slide.

There gonna be three charts. There gonna be one chart. There gonna be one data point. Whatever it is on the slide, what you want the reader to take away or the audience to take away needs to be at the very top of the slide no matter what.

And then you organize it together to create a clear story, and we'll go into that. And so that's the two options. Obviously, I would say option b is way better than option a.

Maybe option a is way easier for the the team that's putting QBRs together to put together, but you're gonna drive action a lot more effectively in option b. And so if we go to the next slide, how do we do this? There's kind of four major steps or pieces that kinda come together.

Number one is is your primary KPI. What is the main objective or thing that we are going after for this QBR, for this team, for this company, whatever the the audience or the scope is? Number two is what is the data model? And we'll go I I know we talked about this in the last one, but if you don't have the thirty thousand foot view and you're not aligned on that, then dissecting problems and going into second and third layer, issues is almost impossible.

Number three, clear insights. I've already talked talked about this. What is the main takeaway for each step? And then putting it all together is a is a book called, pyramid principle.

I'm stealing it directly. I think, Beto is the is the author. It is a textbook textbook. It's not a, like, fun read.

It is an actual textbook, but it is it is critical, and it really teaches you how to create a compelling story. So we go to we go to the next slide. First piece is, always start so within storytelling, always start with the primary question. And so for most companies, it is, did we hit our revenue goal?

That is the very top, KPI. That is the number one thing that we need to know. And so that needs to be said in the very beginning. Don't save it for the end.

Don't put it somewhere in the middle. Put it at the very beginning. In this simple example, we hit ninety one percent of goal. And so then everything else is going to be explaining why we hit ninety one percent of goal.

If we hit a hundred and twenty percent of goal, then everything else is gonna be explained why do we achieve or hit a hundred and twenty percent of goal. Goal. And so if you don't start there, then it doesn't create the rest of the pyramid, and the the story does not ladder together. And so first is always what is the main takeaway.

If we go to the next slide, then you get into the data model. And so this is a recurring revenue data model. There's three different type of data models. We have other, kinda lessons in in in, academies that go deep into data models and all that.

But the main takeaway for us right now is, you need to be able to highlight three to four things only that caused us to hit or not to hit our goal. In this simple example, this is made of numbers.

This fictitious company, you can see that their closed revenue in q three went from seven ninety two to seven third, three seventy. And so it basically fell in half, and so they did not hit their revenue goal. And so then we gotta answer why. Alright.

Number one is our average deal size fell in half. Number two, our deal conversion fell by about forty five percent. And then number three, the, MQLs increased slightly, but, MQL, the deal percentage, declined. And so being able to, like, draw out one, two, three, whatever it is, is the next most critical step.

And if you don't start with the data model, you won't be able to do that.

And so being able to say, number one, we did we hit ninety one percent of our, revenue goal because of a, conversion, b, deal size, and c, MQL conversion rate, whatever it is. You need to be able to pull those out, and that starts with the data. And so if we go to the next slide, now we go into, okay, how do you show clear insights? And so I've said it. I'll say a third time. Every slide includes the main takeaway at the top header.

That is critically important. And so in this example slide, it the if, hey, one of the option or reason two or reason one is conversion declined. It's conversion decline.

Conversion fell due to a shift in the distribution deals for from reps ramping up. And then you have two charts that's supporting that data, and you can walk deeper into the data. However, what's most important is that main takeaway that's at the very top of the slide. And so ensuring that that, that the audience gets that, even if they don't even look at any of the charts or slides or data points that you present, They need to take that main takeaway away on each slide.

And then lastly, how do you put all this together? And so I have a ton of I have my data model. I have a bunch of slides of takeaways and insights at the very top. Now how do I create a compelling story?

And so this is the pyramid principle, and this is, a, image that gives us exactly what that would look like. And so in this example that I I was kinda using is, like, our main takeaway is we hit ninety one percent of goal. Great. We hit ninety one percent of goal because supporting data one, conversion rate fell.

Supporting data two, average deal size fell. Supporting data three, MQL conversion rate. Okay. Those are the three reasons why we hit ninety one percent of goal.

Now we need to go one layer deeper and answer why each one of those happened. And so then in supporting data one, that's conversion rate fell. And so you go into data one, data two, data three, and go deep into, okay, conversion fell because of this, conversion fell because of this, and conversion fell because of this. Then you come back up, and then you go into supporting data number two.

Okay. Average deal size fell because of this. Average deal size fell because of this, and it it fell because of this. It doesn't matter the number of, sub the the very bottom level that you have, but it's critical that you do these in order and that you're going up and down so that you can tell a compelling story.

It it in the pyramid principle, the the book goes really deep into how the human mind works, and how we receive information.

And this is the this is essentially matching, your information and storytelling to how the brain receives information. And so even if you were giving that option a, QBR example that we're showing earlier, the human mind's gonna be organizing the information in this format anyway. And so if you just give this to the reader in that, that example, then it's much, it's much easier for them to digest.

You know that you've achieved this when the questions that you get in the QBR is answered on your next slide. That's how you know that you've achieved success. And I didn't believe this when I first started kinda following these principles, and I saw it three or four times. And I was like, holy Moses. This is amazing.

They you get a question, and it's like, oh, you're nervous because it what if I don't have that insight? And it's like, oh, that's the next slide. Let's go into it. And so this is the pyramid principle, and this is how you bring it all together. And if you think about it, we have the we have maturity levels when when you think about rev ops. And so the main takeaway is maturity level, two for us, which is can you measure your primary objective?

And then can you measure your primary KPIs as that second level? And then when you get into maturity level four is when you can really start to partition data into several different, partitions. And so taking every primary KPI and going way deeper, and that's that third level. And so, we have a rev ops maturity curve that you kinda go up so that you can drive more and more insights.

And that allows us to go deeper and deeper in QBRs and insights so that we can tell a better story so that we can get better answers.

There's some partners and some people, when you're on your journey, you might only be at maturity level two, and you might only be able to answer that that second level. We hit ninety one percent of goal because average deal size fell and because conversion rate fell. That's okay. That at least gives us an an insight into, hey.

Where's the problem? We can't go another layer deeper into all the supporting reasons on why, but we at least know where to focus and know where the the problem state statements are. And so, I'm going way deeper into other topics, so I'm a bring myself back. But this is how, you kinda organize information together to create a compelling story.

Yeah. And, Leiden, thank you so much. And you were just talking about maturity levels. I do think it's important that we match maturity levels with this information that we're seeing on the screen right now because we talked about that last, in the last webinar.

So if we think about and you can jump in here if you want, but I'm trying to give an example of what, like, maturity level four partitioning looks like. So, basically, like, it did we hit our revenue goal? Yes or no. And then these are the supporting data points that are around conversion rates and, like, metrics.

So, like, number of leads, number of opportunities, number of deals, etcetera. But when we go into the maturity level four type of drill down, now we're talking about, like, the conversion rate fell for this specific product versus these others, or the conversion rate fell for this source versus these other sources. So that's the type of drill down that we're talking about here in this third, third level.

That's exactly right. So you need to be able once you can measure your primary KPIs, then you need to be able to go down and answer the who, what, when, where. And so you need to be able to break out the data into those types of questions. What geography?

Where? Who? What deal owner? To keep going deeper and then so that you can answer the why.

You won't be able to answer the why, but you can answer who, what, when, where.

Awesome.

Alright, guys. That brings us to the end of our presentation today. Wanna open it up for some questions if we have any, or anything in the chat.

And let's chat a little bit.

Yes. That that goes along with Lyden's point. If you if you did it well, there are no following questions where it's answered on the next slide.

There we go. There's no homework for us today in this session. Just a reminder that there is a goal matrix template that we sent in the first webinar.

Really, really highly recommend that you guys use that to get your goals in place because that's really, like, the basis, the foundation of being able to do the QBR and being able to draw out all of these different, conclusions, data points, etcetera.

If there's one thing you should take from today's meeting, I think it's probably this thing. And, like, Leiden has pretty much drilled this into, I think, everybody's head. Like, every single slide should include the main takeaway in the top header. There is not a single QBR slide deck out there from our partners that does not have the main takeaway as the title.

And I honestly, as one of the people who receives this information, it's very, very helpful to me because it drives that story. And, Lavin, you talk a lot about, like, making sure that people are not building their own story in their head, but that you're driving what they hear. Right?

Exactly. You leave it up to interpretation if you don't own the story and create the story yourself. And it also is very difficult for you to organize the the order in how you create that story if you don't even yourself know the main takeaway or the main insight from each slide. And so it's a good, just another site's, tip.

When when we create slides, we create the story first. And so all we do is we create a very simple wireframe of, hey. Here's the main takeaway. Here's the three reasons why, and then here's the supporting reasons, before we even go deep and start creating slides and charts and anything like that.

And so we know the story before we even start the QBR. And so that's, critically important as well.

Yep. It just drives a lot of a lot of clarity, which is really what you're trying to do in a QBR with a whole bunch of people trying to figure out whether they're doing their job right or not, whether they're hitting their goals or not, whether the rest of the departments are doing what they need to do. So really important.

Alright. I'm gonna go ahead and stop sharing here.

Colt, I think it's time we wrap it up.

Alright. When is, when is the next event?

Next one is August first. It's gonna be Thursday right at the end of July.

Alright. Well, to everyone who is, presenting QBRs in the next couple weeks, July is right around the corner. Best of luck to you. If we can support in any way, we'd love to chat with you about it. Have a happy and safe fourth of July, and, we'll see you in August.

Awesome. Thank you everyone for joining. Have a good one.

And you guys. Che, Nick. Bye. Okay, Nick.