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EXECUTIVE BUSINESS REVIEW — [Customer Name] Account: Enterprise | ARR: $120,000 | Health: AMBER DELIVERABLE 1: INTERNAL EXECUTIVE BRIEFING For: [Your VP], attending as executive sponsor Prepared by: [CSM Name] | Date: [Date] ACCOUNT CONTEXT: - Customer since [Date], renewed twice, expanded once (+30 seats in Year 2) - Strategic priority for them: Migrating engineering workflows to reduce cycle time by 25% - Current champion: [Name], VP Eng (strong advocate, reports to attending CTO) KEY TALKING POINTS: 1. Lead with: "Your team's deployment velocity increased 40% since implementation — here is the data." 2. Probe on: Their upcoming platform migration (mentioned in last call) — potential expansion opportunity 3. Close with: Multi-year renewal discussion at preferential pricing TOPICS TO AVOID: - Do NOT mention the support ticket escalation from last month (resolved, but still sensitive) - Do NOT discuss competitor [Name] — they evaluated them in Q2 but chose to stay DELIVERABLE 2: CUSTOMER-FACING AGENDA (60 min) | Time | Topic | Owner | Purpose | |------|-------|-------|---------| | 0-5 | Welcome & objectives | CSM | Align | | 5-20 | Results & value delivered | CSM | Celebrate | | 20-35 | Strategic roadmap alignment | CTO + VP Eng | Discover | | 35-50 | Forward-looking partnership | Both execs | Expand | | 50-60 | Next steps & commitments | CSM | Commit | DELIVERABLE 3: PROVOCATIVE DISCUSSION QUESTIONS 1. "Your engineering team has grown 35% this year. At what point does the current tooling become the bottleneck rather than the accelerator — and how would you know?" 2. "If you could wave a magic wand and change one thing about how your team ships software today, what would it be? We may already have that on our roadmap." 3. "Looking at the next 18 months, what strategic initiative would fail if your current developer tooling could not scale with you?" These questions position us as strategic advisors thinking about their future, not vendors defending our past.