Hello, friends. Welcome to a tradition unlike any other. This is the RevOps MBA with Brian Kreutz.

Okay. By this point in your QBR or quarterly business review process, you've gone through the last ninety days, both qualitatively and quantitatively.

You've gotten all the metrics and data into your slide deck. You keyed in on certain, areas you wanna focus on, whether it's positive trends or negative trends, and you've completed your analysis. And so how do you take that and make key recommendations and actually turn those charts and graphs and key data points into, what you're gonna work on for the next ninety days. And so if you think about the point of this as a rev ops professional is that you've highlighted all the great work you've done the last ninety days.

You've coincided that with all of the metrics and all the results from all the data points you've gathered over the last ninety days, the last quarter's company performance. And based on that performance and based on the initiatives you previously completed, you're gonna make recommendations for what you wanna work on over the next ninety days. You're also gonna have a discussion on how to prioritize these and agreeing with your your manager, your boss, the executive team, if you feel like these need to be prioritized based on the impact you have. You wanna obviously tie these back to rev ops pillars and business impact.

And so it should be a lot easier for you to say, hey. I think this project will drive this in ROI or company performance or x metric increasing because you just did a deep dive in all the metrics that you have. So if you remember from, last video, there was some visibility missing on certain things. This is a really good way to highlight that and then add it to your next quarter plan.

So let's take a look at what some of this might look like. So the first thing you would wanna do is look at discussion points.

So you wanna highlight some positive trends that you can look back on and say, as a summary, here's all the data points that we looked at. Here are some positive trends. Is is part of it healthy? Is the process optimization improving?

Is something trending in the right direction? You wanna make sure that these are all going up into the right. And then look at areas of improvement. So where can we actually improve things?

In every single quarter, you're gonna have positive trends and areas of improvement. And even an area of improvement could be like, hey. We actually over exceeded at this goal, but I think we can do better. I think we can establish a new benchmark and higher goal and exceed it again.

So go through positive trends that offers also areas improvement, and that'll dictate your road map. So then you wanna go through next quarter opportunities. What are the repeatable rev ops data process? Why are we in rev ops?

We're organizing process and data to create reporting, to create actual insights, which is what you just reviewed, and then to improve the process or performance. And so that's what you're doing here. And so this entire part of the QBR, you go through each of these four phases throughout the presentation. Okay.

What does some of this stuff look like? So next quarter recommendations, you wanna highlight these at a very high level. What are the three or four things I wanna highlight? So here's our high level recommendations.

Here are the pillars that they impact, and here's our actual project plan. So if you look at this quarter, this is q two, April, May, and June. We're gonna take these recommendations we have, break them into smaller projects, and then relate them to our relapsed pillar. So team efficient team efficiency, if there's a better mission control dashboard in HubSpot or your CRM, the sales reps will be more efficient in, reaching out to the high value leads.

They're able to then then once we enable that, we can help deal prioritization to make sure they're reaching out to the right people. Then we go to another team and look at mission control to do a very similar thing. And so you can see these stack on top of each other, and the entire intent of this pillar is team visibility.

Visibility and adoption, this is really about, creating reporting and adopting processes that will create the reporting. And so maybe you need to look at your lead acquisition channels, deal segmentation to make sure you're prioritizing the right ones, time to respond, how quickly are you following up with, with new leads. And so this is all about making your reporting better and more optimized to have better visibility into the future, QBRs.

And then performance, how do we tie this to business performance? So sales KPIs. Automation, how do we look at automation and then have that impact different conversion rates? How do we optimize maybe sales sequences to see if that will, again, help with conversion rate or, reduce the time in one part of the customer journey or move, leads through the funnel a little bit quicker.

Maybe there's a lost deal nurture program. So these are lost deals. If we can win back some of these deals, that ties directly back to, higher revenue, higher conversion rate, and things like that. So how do you take these qualitative initiatives, which are all laid out here?

How do we prioritize these for maximum impact? What is the sequence of events in April, May, and June? How do we relate these to the key rev ops pillars of efficiency, visibility, and adoption, and then performance. This should give you, a lot of buy in on you thinking through.

I took all the insights that I drew that we shared with, and I turned those into actionable projects that I can work on over the next ninety days. I've prioritized based on where I think we can maximize the business the the biggest business impact, and I've also tied them to, specific pillars that we could focus on. You can focus on all three pillars every quarter, or you can say, hey. We really need a bunch of visibility and adoption.

Let's make this the primary focus for the entire quarter. So by laying out your initiatives by here, it doesn't have to be just you. It could be, other people in other departments that you work, cross functionally with. But the idea here is to gain alignment on the plan so that you can begin to execute it as quickly as possible.

And that is how to run an effective QBR.