Prep for a multi-stakeholder QBR or exec review

✦ Open in Claude

<context>
I have a QBR or executive review coming up with a prospect or customer. I want to walk in knowing exactly who's in the room, what's changed at their company since we last met, and what the likely agenda and objections will be — so I can prep the right narrative and the right people on my side.

My meeting:
- Company: [COMPANY NAME]
- Meeting type: [QBR / Executive Review / Business Review / Renewal Review]
- My goal for this meeting: [CLOSE / EXPAND / RENEW / BUILD EXEC RELATIONSHIP]
- Meeting date: [DATE OR "CHECK CALENDAR"]
- Who I expect to attend from their side: [NAMES AND TITLES OR "PULL FROM CALENDAR INVITE"]
</context>

<task>
1. Find the meeting on Google Calendar. Pull the external attendees from the invite.

2. Validate each attendee with Lusha:
   - Confirm current title and that they're still at the company
   - Flag anyone whose role has changed since the last QBR or business review
   - Flag anyone new to the meeting who wasn't at the last one — new stakeholder means new agenda item
   - For each attendee, note their seniority level and likely lens (financial, technical, operational, strategic)

3. Scan the account for changes since the last meeting using Lusha's signals layer:
   - Executive moves in Finance, IT, or the business unit owning this relationship
   - Headcount changes in the team using the product — growth signals expansion, contraction signals risk
   - M&A activity
   - Funding events — new round may mean new budget or new scrutiny on spend
   - Any public news or signals that affect how they'll view this meeting

4. Based on the attendee list and signals, identify:
   - The decision-maker in the room — who has final say on whatever the goal is
   - The likely skeptic — who in the room is most likely to push back and on what
   - The likely champion — who will advocate internally after the meeting ends
   - Any dynamic between attendees worth knowing (new exec vs. tenured team, finance vs. ops tension)

5. Build a pre-meeting brief:
   - One-paragraph account summary: where things stand, what's changed, what matters going into this meeting
   - Recommended narrative: the one storyline that connects our value to what's happening at their company right now
   - Top two or three questions to ask in the room — not softballs, questions that surface real intent
   - One thing not to say: the topic or framing most likely to backfire given what's changed at the account
</task>

<constraints>
- Base everything on what Lusha and Calendar actually return. Don't invent attendees or signals.
- If an attendee can't be validated, flag them — don't assume their title is current.
- The recommended narrative must connect to a specific signal at the account. Generic value props are not acceptable output.
- Keep the brief to one screen. I'm reading this before I walk in, not writing a report.
</constraints>

The situation: An AE at a sales intelligence platform has a QBR with a 700-person logistics company in three days. Goal is to expand — they want to add two new teams to the contract. Calendar shows four external attendees on the invite. Last QBR was six months ago.

Output: Two attendee flags, one strong account signal, a recommended narrative, and one thing not to say.

Who’s in the room (from Calendar, validated by Lusha)

Room dynamics: Claire is the decision-maker. Daniel is the wildcard — Finance wasn’t in the room last time and their presence signals the expansion has triggered a budget conversation. Tom’s promotion means he has more skin in the outcome than six months ago. Yuki is the safest ally.

Account signals (Lusha signals layer)

Headcount in Sales: up 34% in the last two quarters. The company is scaling its sales team aggressively — from approximately 180 to 240 reps. The teams currently on the contract aren’t the ones growing fastest.

No M&A, no executive changes in Finance outside of Daniel joining this call, no funding event.

Pre-meeting brief

Account summary: Six months since the last QBR. The contract covers the Sales Ops and Enablement teams. Since then, the sales org has grown 34% — the expansion ask is well-timed but Finance is now in the room, which means the conversation will involve budget justification, not just operational fit.

Recommended narrative: Lead with the growth. “Your sales team has grown by a third since we last met — the teams we’re not covering yet are the ones that have grown most.” That connects the expansion directly to what’s happening at the account, not to a product feature.

Questions to ask in the room:

• “Daniel, what does the evaluation process look like for expanding an existing vendor relationship at this stage?” — surfaces the approval path before you pitch.
• “Tom, with the team growth over the last two quarters, where are the biggest gaps in how the new reps are ramping?” — connects the expansion to a real operational problem Yuki can validate.
• “Claire, is the goal for H2 to keep the growth pace or consolidate what you’ve built?” — surfaces whether budget appetite is still there before you name a number.

One thing not to say: Don’t open with ROI from the current contract. Daniel is new to this relationship and ROI claims without context read as sales theater to a finance audience. Let the room establish the problem first, then bring in the numbers.

Attendees validated via Lusha connector, May 21. Calendar pulled from live session. Names and details abbreviated for privacy.