Images on this page are for illustrative purposes only. Example outputs are based on Lusha data, with personal details masked or abbreviated for privacy.
This Claude prompt builds your pre-meeting brief before a QBR or executive review — who’s in the room, what’s changed at the account since you last met, and the one narrative worth leading with. Lusha validates attendees and scans for account signals. Google Calendar pulls the invite and the attendee list automatically.
<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.
| Attendee | Verified title | Lens | Flag |
|---|---|---|---|
| Claire M. | Chief Revenue Officer | Strategic | ✓ Same role — decision-maker for expansion |
| Tom R. | VP of Sales Operations | Operational | ⚠ Promoted since last QBR — was Director, now VP. Likely has more budget authority than before. |
| Yuki S. | Head of Revenue Enablement | Operational | ✓ Same role — likely champion for the expansion ask |
| Daniel F. | VP of Finance | Financial | ⚠ New to this meeting — wasn’t at the last QBR. Finance joining signals the expansion will get a budget review on the spot. |
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.
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.
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:
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.
A QBR brief built from memory tells you who you expect to be in the room. Lusha in Claude tells you who’s actually there and what’s changed since you last met — Tom’s promotion, Daniel joining from Finance for the first time, the 34% headcount growth that makes the expansion ask obvious if you frame it right. The narrative recommendation comes from the signal, not a template. The “one thing not to say” comes from reading who’s new in the room and what they’ll react to. That’s the prep that changes how a QBR goes.
Data drawn from 300M+ verified contacts under GDPR, CCPA, SOC 2, ISO 27701, ISO 31700, and TRUSTe.
Calendar makes it automatic — it pulls the invite and the attendees so you don’t type them in. With only Lusha connected the play still works, just name the attendees in the prompt. The validation and account scan are the same either way.
Put your best guess in the goal field — RENEW, EXPAND, CLOSE, or BUILD EXEC RELATIONSHIP. The brief adjusts based on the goal. An expansion brief identifies who controls the new budget. A renewal brief identifies who could kill it. Knowing your goal sharpens every output.
The attendee most likely to challenge the narrative, push back on pricing, or slow the decision. In the example above it’s Daniel — Finance is new to the relationship and has no prior context for the value. Knowing who the skeptic is before you walk in means you can address their likely objection before they raise it, not after.
They get flagged to confirm in the meeting rather than assumed current. An unverified title is honest information — it tells you which person to clarify when you join, instead of walking in with a briefing that might be wrong.
Yes. The prompt works for both. Set the goal field to CLOSE or BUILD EXEC RELATIONSHIP for a prospect review. The account signal scan and attendee validation are the same — the narrative recommendation adjusts based on the goal.
The renewal brief play is built for a single CS/AM moment — walk in, run the meeting, send the follow-up. This play is built for a higher-stakes multi-stakeholder session where the room dynamics, the narrative, and the questions matter as much as the contacts. Different complexity, different output.
One data connection. Works in Claude, ChatGPT, your CRM, or any agent you build.
