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

Alright. So now that you've, decided you need to run a QBR or a quarterly business review, you've got the buy in to run it, you've prepped it, you understand how to do your executive summary, You're adding in your qualitative, projects that you did over the last quarter. You're looking at all of the metrics that you have been able to, get through reporting to your CRM. How do we actually tell a story that makes it more impactful? How do we actually take a lot of those insights or develop those insights and actually make recommendations and tie those back to key business performance? So here, I'll show you how to take some of this data and actually make it impactful by having a very simple approach, which we call the pyramid principle.

It's, it's a book we've read to really tie things back to the, the overall story and not get too lost in the weeds. And so with the pyramid principle approach, we are going to have a very clear and consistent message throughout. And even if we dive into the very specific and deep detailed metrics, we can tie it back to the greater picture. So let's go ahead and look at what that looks like.

So the first thing you wanna do when you're telling a story in a QBR is always tie it back to the data model, whichever reviewed in a previous, previous video. So we need to really align with everyone exactly what are the primary KPIs that we're measuring. In this case, where all of these boxes are different key parts of the customer journey, we're measuring the conversion rate between them and the volume or the amount, of each of these within a time period. So conversion rate between MQL and SQL, c r two, and the amount of MQLs and amount of SQLs, maybe five hundred MQLs and two hundred fifty SQLs.

From here, you're going through and re reemphasizing the RevOps flywheel. So we're organizing process and data to create reporting, which will create actual insights, which will improve process performance. That's the entire point of this QBR right here.

Next, we start at the very top. This is very key to the pyramid principle.

Start at the very top. What is the block? What is the bottom line up front? Did we hit our q four revenue goal or q one or q two, whatever it is?

Did we hit our goal? So what was the goal? What was the actual projected goal? Everything that happens here from here is going to, be drawn back to this deal we hit our goal or not.

For a hundred and ten percent of goal, it's gonna have a different, different story to tell than a pure seventy percent goal.

Now from here, what we're gonna do is put our data model into a table like this. We're going to add in all the specifics, and then we're going to highlight key areas of emphasis.

And so you can have several boxes on here. You can have few, but the idea here is that we're gonna drive into each of these red and green boxes to highlight why this impacted business performance. So did we hit our revenue goal? And then this is answering why or why not.

So from here, we can look at the good and the opportunities for improvement. So what was a positive metric? What was one of those green rectangle you saw above, and what were the supporting details?

Deals created improved by twenty percent. It could be a positive metric. Right? Negative metric. Deal conversion rate decreased by twelve percent.

And so you're able to compare and contrast why we did or did not hit our revenue goal by different supporting metrics. Once you pick one of these metrics, you need to enter the block of that first metric. So you will usually want a graph or some kind of chart to say, here's the trend of, in this case, deals created, and and here's kind of where we missed over time or exceeded over time.

Then there's the takeaway. So what is the key takeaway?

So we're highlighting high level what the positive metric is. We're going into a little bit more detail, showing a chart or a graph and some reasons why this may have happened.

And then we're giving the final takeaway here and then moving on to the second one. You can have multiple positive ones, multiple, negative or room for improvement ones. The idea here is that you're painting a picture, and you're always going back to a key takeaway. You can also highlight what visibility you have for each of these metrics.

So, again, we have our metrics down here, our our our parts of the customer journey, our primary metrics, so you can see what we can partition this by. So if conversion rate your deal conversion rate fell, we can highlight the things that we're able to, drive into and figure out why. So it could be different sales rep, conversion rate across sales reps. It could be, the geography, the deal source, you know, timing, of course.

So maybe the conversion rate was really good the first month of the quarter and really bad the last month of the quarter. We can highlight things that are unavailable or adoption needed. So MEDDPIC, product. Maybe this is not currently on our opportunity records, but we want to add it there.

And so that's and I'd and, a reason how you can say, hey. I don't have enough visibility into conversion rate percentages because I can't slice it by med pick or product. That'd be a recommendation you would do over the next ninety days. Maybe you need adoption reason.

So maybe lost reason. So you have a closed lost reason set up, but only sixty five percent of deals that were lost have a lost reason. So you need adoption. You need to get that number to a hundred percent to, feel better about the data in your sample to make a clear recommendation.

So showing the visibility you have on how many layers deep you can go into each of these metrics really helps align you to some of these qualitative projects that you'll work out over the next ninety days. So to recap, look at your data model, start with the bluff. Did we hit our revenue goal? Why or do I not?

Go through all of the metrics. Highlight some ones that are, positive and ones room for improvement. On a high level, highlight two or three on each side.

Then go through and show a specific trend line, a chart, a graph, a a key insight, and then give the biggest takeaway. These takeaways will be used for your recommendations at the end, and then we'll talk about on the next video how to go through next steps and really take this, and make it super impactful.