Calder Facilities Q3 Business Review
Customer QBR presentation for an account’s executives
Calder Facilities set three goals at onboarding in March, and this is the deck its vendor presents to Calder’s COO two quarters later. Slide two reports against those three goals before anything else, because a customer QBR that opens on the vendor’s roadmap tells the customer the meeting is not about them.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- A plain cover naming both companies and the date, because this deck belongs to the customer.
- Slide 2metrics
- Slide two reports against the three goals Calder set at onboarding, target beside score.
- Slide 3metrics
- Adoption by site with the two lagging sites named, because averages hide them.
- Slide 4metrics
- Volume and breach rate on one chart: more work orders, fewer breaches.
- Slide 5comparison
- The before and after ledger: six operational measures, March against September.
- Slide 6checklist
- Open issues beside resolved ones, each with a date, because honesty is the QBR currency.
- Slide 7timeline
- Only the roadmap rows relevant to Calder, by quarter, features and integrations.
- Slide 8pillars
- Three recommendations that address the two weak sites and the missing module.
- Slide 9pricing
- The expansion option as one card with a price and a start date, after the value, never before.
- Slide 10calendar
- The next 90 days as one working day of commitments, ending at the next review.
How to adapt this deck
A seat based SaaS account swaps adoption by site for adoption by team and the SLA lines for usage depth, but the goals first order holds. An agency running this for a retainer client replaces the roadmap with the next campaign calendar and the issues grid with a deliverables ledger. With no expansion to offer, drop slide nine entirely rather than padding it; a QBR with no ask at all is itself a message, and often the right one in a rocky quarter.
Sales QBR, customer QBR or internal QBR?
This page is the customer facing one. The sales QBR deck reviews a sales team’s quarter internally, and the quarterly business review deck covers the whole company against plan. All three share a name and almost nothing else; the linked examples make the differences concrete.
What makes this deck work
Slide two reports against the customer’s own goals
The three goals set at March onboarding come back with scores beside targets: SLA closure at 89% against a 90% goal, the asset register done, adoption at 82% against 85%. Opening on the customer’s scoreboard, including the two lines still short, sets the meeting’s frame as their outcomes, not the vendor’s features.
The weak sites are named, and the plan addresses them
The adoption chart shows eight sites from 96% down to 54%, with Kelford and Marsh Lane holding the average down, and the recommendations slide then commits to a wifi fix and re-training at exactly those two sites. Naming the laggards makes the average believable and the plan specific.
The expansion ask is one card, after the value
The $2,400 a month expansion sits on slide nine as a single card with a start date and a decision deadline, after two quarters of measured value and an honest issues slide. An ask positioned there reads as a next step; the same card on slide three would have poisoned the meeting.
Questions people ask
What is a customer QBR?
A quarterly meeting where a vendor shows a customer’s executives what the product actually delivered, reviewed against goals the customer set. It is an account health and value conversation, distinct from support reviews and from the vendor’s internal QBRs, and this example is the deck for that meeting.
What should a customer QBR include?
Progress against agreed goals, adoption or usage with the weak spots named, an honest issues ledger, the roadmap slice relevant to this account, recommendations and the next 90 days. This deck adds one optional slide: a priced expansion, positioned after the value story.
Who should attend a customer QBR?
The customer’s executive sponsor plus the operational owner, and from the vendor the account director with someone who can commit engineering dates. This deck is written for a COO: site names, SLA numbers and dollar figures, no feature tour. If only operational contacts attend, the goals slide still leads.
Should pricing appear in a customer QBR?
Only as a single, clearly optional expansion after the value has been demonstrated, the way slide nine offers two sites and a module for $2,400 a month from January. Turning a QBR into a renewal negotiation destroys the trust the meeting exists to build; one card with a deadline keeps it an offer.
How do I handle open issues honestly?
List them beside the fixes, dated. This deck shows four open issues and four resolved this quarter in one grid, each with a date or a ship window. Customers already know the open issues; the slide is the vendor proving it knows them too, and that knowledge has a schedule attached.
Can I send the deck as a link before the meeting?
Yes. The share link is read only and always serves the latest saved version, so the pre-send stays current through last minute number updates. Speaker notes are visible to anyone with the link via the N key, so keep internal commentary out of the notes on customer facing decks.
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Sources
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