Write a QBR deck from account data

QBR automation is an Agent Skill: a written method your AI applies on demand, in Zealos or in any client that reads SKILL.md.

A QBR earns the meeting only if it says something the customer does not already know, which means leading with what changed on their side rather than with your usage charts.

What is in this skill

nameproposal-structure
descriptionOur proposal skeleton and what each section must contain. Use when drafting a proposal, statement of work, or any document that asks a buyer to commit.
allowed-toolsnone — this skill adds judgement, not reach
compatibilityZealos, Claude Code, Cursor, Codex and any client that reads SKILL.md
licenseFree to use and edit

How it works

  1. 1Open with their outcome, in their metric, against what was agreed last quarter. Usage is evidence for that claim, not the claim itself.
  2. 2Say what did not go well before they do. A QBR that only reports good news trains the customer to discount all of it.
  3. 3Name what changed on their side — people, priorities, budget — and what that implies for the next quarter.
  4. 4End with a decision you need from them, not a thank-you slide. A QBR with no ask is a status update with catering.

The skill itself

---
name: proposal-structure
description: Our proposal skeleton and what each section must contain. Use when drafting a proposal, statement of work, or any document that asks a buyer to commit.
---

# Proposal structure

A proposal is read by people who were not on any of the calls. Write for the
skeptic in the room, not for your champion.

## Sections, in order

1. **What you told us** — their situation and pain, in their words, with
   evidence from the calls. If this section is wrong, nothing after it matters.
   Getting it visibly right is what buys the rest of the read.
2. **What success looks like** — their metric, their number, their timeframe.
   Not ours.
3. **What we will do** — scope, in plain language. Phases with dates.
4. **What we need from you** — the part most proposals omit and every failed
   implementation traces back to. Access, people, decisions, and by when.
5. **What it costs** — plainly. One table. No "investment" euphemism.
6. **Why us** — last, and short. Two proof points relevant to *their* situation,
   not a logo wall.
7. **Next step** — one action with a date.

## Rules

- Quote them. A line in their own words, early, does more than a page of ours.
- Every claim gets a number or gets cut.
- No section that exists to look thorough.
- If a section could appear unchanged in a proposal to a different company,
  it is not doing any work.

## Length

Shorter than they expect. Detail belongs in an appendix that the champion can
forward to procurement.

Who uses it

Customer success

The deck assembles from the account rather than from last quarter's file, and the bad news is in it because the structure requires it.

Account executive

The expansion conversation has somewhere natural to sit, because the deck already established what changed and what it implies.

CS leader

Every QBR across the team answers the same four questions, so you can spot a thin one without sitting through it.

Frequently asked questions

What should a QBR contain?

Their outcome against what was agreed, what did not go well, what changed on their side, and the decision you need. Usage data supports those; it does not replace them.

How much data should it include?

Only what supports a claim. A chart nobody draws a conclusion from is a chart that should not be in the deck.

Can it flag renewal risk?

If you define what risk looks like for your product — a sponsor leaving, usage dropping in a specific workflow — the same skill can surface it.

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