Business Reviews

In this episode of CSin15, hosts Chris and Jason discuss how to make Executive Business Reviews (EBRs) impactful rather than just another meeting on the calendar. They cover the common pitfalls of poorly executed EBRs, the importance of timing and preparation, and how to keep executives engaged. Their insights focus on making business reviews strategic, data-driven, and concise—ensuring they deliver value to both the CSM and the customer.

Key Takeaways

• Avoid "doing EBRs just to do them."

  • Reviews should be tied to strategic milestones, not arbitrary quarterly cadences.

  • Annual or fiscal-year-aligned reviews are often more meaningful.

• Keep them short and relevant.

  • If an EBR is more than 15 slides, it's a lecture—not a discussion.

  • Keep meetings under 30 minutes unless there is a strong reason to go longer.

• Prepare with a clear structure.

  • Identify: What do you need from the meeting? What should the customer take away? What actions should result?

  • Validate all data beforehand—don’t get caught presenting numbers that don’t match the customer’s internal reports.

• Make it a conversation, not a presentation.

  • Engage executives by asking thoughtful questions.

  • Keep the focus on business impact, not just feature updates.

• Know when to include a product roadmap.

  • Only include roadmap insights if the customer asks for it, and clarify exactly what they want to know.

  • Product discussions can derail the business review and are often better suited for a separate meeting.

Avoiding the "EBR for the Sake of EBRs" Trap

Many organizations default to quarterly business reviews without considering whether they provide value. Instead, align them with meaningful business moments:

• End of fiscal year: When executives are evaluating vendor ROI and planning budgets.

• Post-onboarding: Once the customer has meaningful data to discuss.

• During major business shifts: When leadership needs realignment on strategy and goals.

The Ideal EBR Structure

1. Start with the outcome. What is the goal of this meeting? Define it clearly.

2. Keep it data-driven. Validate your numbers against the customer’s internal metrics before presenting.

3. Limit slides and time. If it takes more than 15 slides or 30 minutes, it’s too long.

4. Engage executives. Ask direct questions that encourage discussion, not just passive listening.

5. End with clear action items. What commitments are needed from both sides?

Making EBRs Interactive

Executives are busy, and their time is valuable. Keep them engaged by:

• Sending a pre-read before the meeting to set the stage.

• Asking pointed questions early to create a dialogue.

• Keeping the meeting conversational—if they aren’t talking, they aren’t engaged.

When to Include (or Exclude) a Product Roadmap

• Include it if the customer explicitly asks for it and provides specifics on what they want to see.

• Exclude it if it’s just a generic update. Roadmaps change frequently and can pull attention away from the business discussion.

• If included, keep it concise and focused only on relevant features.

Final Thought

Business reviews are an opportunity to drive alignment and prove value—but only if done right. Keep them concise, strategic, and interactive to ensure they remain an effective tool in your CS program.