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

If you're a revenue operations professional and you're not running a QBR, you should, and here's why. A QBR, first of all, what is it? It is a quarterly business review. Why is it important? It's extremely important for you in rev ops to tie yourself to important business initiatives and specifically to revenue and, growth performance.

So in a QBR, what you're doing is looking at the past ninety days, both qualitative and quantitatively, to see where the company was and what initiatives impacted what growth leverage or business performance.

Then once you analyze the data from the last quarter and go through all the qualitative initiatives and projects that you worked on or different processes you wanted to get adopted. You then take all that information and look forward to the next ninety days and highlight a path for progress. You take a look at the next ninety days and plan your road map for, again, qualitative initiatives and quantitative performance. So the data you're looking at should give you insights into how to drive business performance, and that should give you the resources and the ideas you need to make the qualitative, initiatives that you want to go seek out. So let's dive into a couple reasons why they're important, especially as a rev ops professional.

One is to really show on a recurring basis every ninety days the impact that you're having on the company. You're probably working on a lot of things in the CRM. You're probably adding custom fields, creating reporting, training new team members, and training adoption to new processes. But if you don't bring visibility to the impact that those have, they get lost in the shuffle a lot. Another reason is if you don't highlight a lot of these processes that were rolled out, your manager might wanna move you on to something different instead of ensuring the adoption of the current process.

The second thing is tying that into impact of your business, tying these, qualitative things that you're working on into quantitative impact and measurements. So how do you affect the revenue goal? How did you contribute to the team performance for the revenue goal? How did you help decrease costs?

How did you make things more efficient? How did you increase conversion rate from this side of the, from this part of the customer journey to the next customer journey? Aligning yourself to, very tangible and objective key performance indicators is gonna be super, super important as you try to grow a career here. So even if, your boss or someone else already does full QBRs for the sales team or for your executive team, I would recommend you run your own just as a way to look back at the last ninety days, have a what you accomplished and what you worked on, but also plan and gain alignment on the next ninety ninety days on what you should prioritize to make the maximum business impact.

So a simple agenda here would look like this.

So you've got an executive summary. So what is the high level overview of the qualitative progress and deliverables over last quarter? So you want very tangible, either screenshots or something tangible to show, hey. Here's the things that I worked on, and here is the tangible result of that.

So here's the dashboard link. Here's the the process improvement. Here's the adoption. Here's some kind of metric.

Then you wanna go over the metrics review. So this is a comprehensive analysis of all the KPIs that the business wants to track on a regular basis, and you're highlighting areas of success and opportunities for improvement.

So revenue went up because of x, y, and z. Revenue went down because of x, y, and z, and these are the reasons why. And then finally, you're gonna make recommendations on how you can improve some of these things over the next ninety days. So review the recommendations based on your data insights and align them with the company's strategic direction, ensuring informed decision making.

So you're taking what you did the last ninety days, comparing that to the metric and business performance, looking ahead to the next ninety days and making recommendations on how you can impact the company, better. You're abiding with your boss, your manager, your executive team on how to prioritize these things and what order you should do them in and then how they're going to impact the business based on the analysis that you did for the last quarter. So those are the three phases of QBR. And again, if you are not currently doing these, I definitely recommend, you to start these as they're extremely impactful, not only for the company, but for your specific role as well.