Prep an executive business review that earns the C-level room.
The value narrative tied to their strategic goals, the ROI story with math, and the one ask, higher altitude than a QBR.
Inside: The value narrative, the ROI story, and the one ask.
Install it in one line, or paste it in.
~/.claude/skills/ and runs automatically when it is relevant.Connect your context. Set it to your motion.
pulls the account value, the renewal date, the history, and past commitments.
turns "they use it a lot" into the specific adoption and outcome numbers behind the ROI.
surfaces what was promised in past reviews, so this one shows follow-through.
This was built for a B2B SaaS org selling into an executive buyer. Set these to your stack:
Run any value model you like. The skill ties usage to outcomes to the exec's goals, so point it at their strategic language, not anyone else's.
| Set this | What it is | Default / Example |
|---|---|---|
| CRM | your CRM connector | your CRM of choice |
| ANALYTICS | your product-analytics connector | a product-usage tool of your choice |
| EXEC_GOALS | the strategic goals the buyer owns | costgrowthriskefficiency |
| VALUE_METRICS | how you prove impact | time savedrevenue influencedcost avoided |
| ROI_INPUTS | the numbers behind the math | baselinecurrent stateprice |
| ASK | the one outcome you want | multi-year renewalexpansionexec reference |
| ALTITUDE | how high the story sits | outcomesnot features |
Everything the skill does, in full.
Prepares an executive business review that flies higher than a QBR. Not a usage recap. A value story tied to the goals the executive actually owns, backed by the ROI math, ending in a single ask that moves the relationship forward. The room is short on time and long on skepticism. This gives you the narrative that survives both.
- 1Altitude check (EBR, not QBR)
A QBR reports on the quarter. An EBR speaks to strategy. If a line is about a feature or a ticket count, it does not belong in this room. Every point ladders up to a goal the executive is measured on. Cut anything that does not.
- 2Value narrative tied to their goals
Start from what the executive is trying to do this year, then show how your product moved it. Not "you used these features." Instead "here is the outcome you wanted, and here is the proof you got closer to it." Their goal is the headline. Your product is the supporting evidence.
- 3The ROI story with the math
Show the return, and show the arithmetic under it. Baseline, current state, the delta, the cost. An ROI claim with no visible math is a slide the CFO ignores. Keep the exact figures in an evidence layer and round to human scale in the headline.
- 4The one ask
End with a single, specific ask that matches the value shown. A multi-year renewal, an expansion, an executive reference, a joint plan. One ask. A room given three asks grants none. Earn it with the story, then make it easy to say yes.
- 5Objection pre-empt
Name the one thing the executive is most likely to push on, and have the answer ready before they ask. Usually it is price, a competitor, or a gap they remember. Walk in with it handled.
- Every point ladders to a stated executive goal. No orphan features.
- No ROI claim without the math visible behind it.
- Exactly one ask. Specific, matched to the value shown.
- Numbers presented as achieved are sourced, never asserted. Estimates are labeled as estimates.
- The deck reads in the language of outcomes, not the language of the product.
EXECUTIVE BUSINESS REVIEW, prep Exec goal on the line: cut manual ops time 20% this year Value narrative Goal: reduce manual handling across the ops team Proof: the team automated the workflow that was eating their week Outcome: ~30% fewer manual steps on that workflow (illustrative) ROI story (math shown) Baseline: ~X hours/week manual Now: ~Y hours/week Value: (X - Y) hours x loaded rate, vs annual price Result: payback in well under a year (illustrative) The one ask A two-year renewal, in exchange for an executive-sponsored roadmap review. Pre-empt: they will ask about the competitor's new feature. Answer ready.
The value metrics and ROI inputs are yours to define. The example figures are illustrative, not benchmarks. Real math comes from your baseline and your price, sourced from the account. The structure does not change. The numbers are yours.
Where an operator takes this next.
The narrative works from what you describe. Here is where it gets grounded in real numbers.
Walk into the next one already knowing what they'll say.
Connect Amplitude or your product-analytics tool so baseline and current-state numbers refresh automatically instead of you re-pulling a report each quarter.
Log every EBR's single ask and outcome in Salesforce so you can see which asks actually land and stop repeating the ones that don't.
Point a scheduled Claude task at Gong to surface what this exec has pushed back on in past calls, so the objection pre-empt is grounded in what they actually said, not a hunch.
One skill is the on-ramp.
A single skill does one job. Chained into a playbook, or run as a full build, it becomes a system. Here is where this one plugs in.