When I joined the enterprise team, there was no structured business review process. I designed one from the ground up — and it became a cornerstone of how the enterprise CS motion works today.
When I moved into the Enterprise Account Manager role, one of the first things I noticed was that there was no consistent, structured way to review account performance with clients at an executive level. Individual AMs were having ad hoc conversations, but there was no shared framework — no standard agenda, no data model, no cadence.
For a book of business representing $5M+ in ARR, that was a real risk. Executive stakeholders want to feel like their vendor has a point of view on their business, not just a support ticket history. QBRs and EBRs are one of the primary ways you demonstrate that.
I started by asking: what does an executive actually want to see in one of these meetings? Not what's easy for us to pull, but what would make a VP or C-suite stakeholder feel like their time was well spent?
The answer was: a clear picture of what's working, what's not, and what we're going to do about it. With data they haven't seen before, framed in their terms — revenue, growth, operational efficiency — not ours.
I built a structure around that. A standard template that started with the client's own performance metrics, moved into benchmarking against comparable operators, and ended with a concrete set of recommendations and next steps. I used Looker and Tableau to pull the underlying data and designed presentation formats that could be customized per client without starting from scratch each time.
I piloted the format with a few accounts, iterated based on what landed and what didn't, and then brought it to the broader team. When I moved into the Manager role, coaching the team on EBR and QBR execution became one of my core responsibilities — not just running my own reviews, but helping 9 AMs level up their executive presence in these conversations.
The QBR/EBR program is one of those things that's hard to put a direct dollar number on, but easy to feel the absence of. It's the difference between being a vendor and being a partner. Between clients who churn quietly and clients who expand because they trust you have their interests in mind.
I built it because it was the right thing to build — not because anyone asked me to.