Q3 FY26 Business Review
Quarterly business review deck
A ten slide quarterly business review deck for Northgate Learning, an invented subscription software business that beat its new revenue target and missed on churn in the same quarter. The scorecard shows three metrics behind plan, one chart explains why, and the next quarter is reduced to two objectives with the board's decisions on the last slide.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
What makes this deck work
The scorecard shows misses
Slide two lists seven metrics against plan, with gross churn at 4.6 percent against a 3.0 target and net revenue retention at 101 against 108, both marked behind. A board reads a scorecard with misses closely and skims one that is all green.
Two objectives, not ten
Slide six carries two objectives for Q4, stop the churn in mid market accounts and make support match the promise, with three key results under each. Andreessen Horowitz's metrics guide separates gross churn from net churn, and the target here is gross churn to 3.2 percent, so upsell cannot hide it.
Risks are paired with asks
Slide eight puts five risks on the left, including two renewals worth $410,000 in doubt, and next to each one the decision the board is asked to make. It turns a status update into a working meeting, and slide ten repeats the three decisions.
Questions people ask
What should a board QBR presentation include?
A scorecard against plan, the chart behind the biggest miss, what changed, next quarter objectives, risks and the decisions needed. Northgate's ten slides do that for Q3 FY26: seven metrics with three behind, new MRR against churned MRR, two Q4 objectives, five risks beside five asks, and three decisions on the last slide.
How do you present a quarter that beat on revenue and missed on churn?
Lead with both. The cover reads growth held, churn did not, and the scorecard marks gross churn at 4.6 percent against 3.0 and net revenue retention at 101 against 108 as behind, beside new ARR 9 percent ahead. Slide three then puts new and churned MRR on one chart, so the room sees both moving rather than the good number alone.
Where should the detailed metrics go in a QBR?
In an appendix sent before the meeting. This deck keeps ten slides for the room and says on the last one that the account level churn breakdown is in the appendix pack sent on Tuesday. The meeting is for decisions on support hires, the reporting module and the pricing review, and a long metrics table crowds those out.
How do OKRs fit into a quarterly business review deck?
As one slide of next quarter objectives, two at most. Slide six sets stop the churn in mid-market accounts and make support match the promise, each with three key results, such as gross churn to 3.2 percent and first response under two hours. Google's re:Work guide describes the same shape: a few objectives, each with key results that can be measured.
What is the difference between a QBR and a board meeting?
A QBR reviews how the business ran and sets what happens next; a board meeting adds governance, resolutions and the things only directors can approve. This deck ends on three decisions the leadership team is asking for, which is the QBR version of the same idea, with the detailed metric tables kept in an appendix.
How do I show that a fix actually worked?
Compare the same measures before and after it. Slide four takes six of them across cohorts either side of the March onboarding rebuild, which attaches the change to a cause rather than to a quarter. Without that pairing a room will credit the improvement to whatever else happened in the same three months.
Build your own in about a minute
The button below opens the generator with this use case already described. Change the wording to match your own, generate, then edit anything you like.
Make one like thisOther presentation examples
Sales QBR deck for a team of nine, quarter by quarter
Tallgrass Software’s Q3 sales review is ten slides presented by the regional sales director to the CRO and the team. It puts attainment by rep on slide three, before the pipeline, because a sales QBR exists to find out which reps and which segments made the quarter and which did not.
Lessons learned presentation that names the causes, not the people
Orchard Rollout was a warehouse ERP project planned for 20 weeks that took 26 and cost 12% more than approved. This is the closing review deck: it puts planned against actual on slide two, walks the timeline of what happened, and ends on five lessons each attached to a change the business has already made.
All hands meeting deck with the same order every month
Millbrook Foods runs a 45 minute all hands on the first Tuesday of the month, and the deck has used the same eleven slide order for two years. The order matters more than the content, because a team that knows where the numbers, the new faces and the priorities will be stops reading ahead and listens.
Want the steps in the builder? Read Add charts, maps and diagrams to slides, then Make a pitch presentation with AI. For everything this generator can do, see the presentation maker.
Written and checked by the OneCraft team. Last checked .