[ Reference ] / 12 modules

The whole field kit, on one page.

Every template, script, checklist, prompt and formula from the kit. Placeholders are in square brackets: replace them before you send. The calculators, Fill in and saved items are on the interactive kit.

Section 01 / 12

Email

Eight templates for the emails CSMs send most, and prompts that rewrite any draft for length or tone.

Email / Templates and rewrites

01 — Within 24 hours of any call

Meeting follow-up

Subject: Recap and next steps: [Topic], [Date] Hi [Name], Thanks for the time today. A short recap so we are aligned. What we agreed • [Decision 1] • [Decision 2] Next steps • [Owner]: [Action] by [Date] • [Owner]: [Action] by [Date] If I have missed or misread anything, reply here and I will correct it. Best, [Your name]

02 — When a customer escalates

Issue acknowledgement

Subject: [Issue]: what we know and what happens next Hi [Name], Thank you for raising this. I understand it is affecting [Impact on their team], and I am treating it as a priority. What we know: [Facts confirmed so far] What we are doing: [Actions and who is involved] Next update: [Time and date], or sooner if anything changes. I am your single point of contact on this, so you will not need to chase anyone else. [Your name]

03 — 90 days before renewal

Renewal check-in

Subject: Planning ahead for [Month]: your renewal Hi [Name], Your agreement renews on [Date]. Before then, I would like to review what [Product] has delivered for [Team] this term and what you need from the next one. Could we take 30 minutes in the week of [Week]? I will bring [Usage summary or outcomes report]. Best, [Your name]

04 — After 30+ days of silence

Re-engage a quiet contact

Subject: Still the right person for [Topic]? Hi [Name], We last spoke on [Date] about [Topic]. Since then, [One relevant change or result]. If this is still on your list, I can share a 10-minute update at a time that suits you. If someone else owns it now, a pointer to them would help. Thanks, [Your name]

05 — After an issue is resolved

Post-escalation follow-up

Subject: [Issue] resolved: summary and what changes Hi [Name], [Issue] was resolved on [Date] at [Time]. Here is a summary. What happened: [Plain-language cause] Impact: [Who and what was affected, for how long] What we fixed: [Fix] What changes to prevent a repeat: [Preventive action] by [Date] Thank you for your patience while we worked on this. If you would like to go through the full root-cause report, I can set up 30 minutes with [Engineering contact]. [Your name]

06 — 60+ days before renewal

Price change notice

Subject: Your [Product] pricing from [Date] Hi [Name], From your renewal on [Date], the price for [Plan] changes from [Old price] to [New price] per [Unit]. The change reflects [Specific reason: new capabilities, usage growth, list price update]. Over the last [Period], your team has [One concrete outcome]. I would like to walk you through the options, including [Option: multi-year term / plan change], before you decide. Could we speak in the week of [Week]? [Your name]

07 — You have to say no

Declining a request

Subject: Re: [Request] Hi [Name], Thank you for asking about [Request]. We are not able to [do X] because [Short, honest reason]. What we can do instead: [Alternative 1] or [Alternative 2]. [Alternative 1] would get you [Outcome] by [Date]. If neither works, tell me what you are trying to achieve and I will look for another route. [Your name]

08 — Monthly or quarterly

Executive sponsor update

Subject: [Company] and [Your company]: [Month] update Hi [Name], Three points for this month: 1. Progress: [Goal] is at [Metric] against a target of [Target]. 2. Risk: [Risk] could affect [Outcome]. We are [Mitigation]. 3. Decision needed: [Decision] by [Date]. Full detail is in [Link]. Happy to discuss in our next review on [Date]. [Your name]

Rewrite engine

Rewrite with AI

Start the prompt with: Rewrite the email below. Keep every fact, name, date and commitment unchanged. Then add one or more of these, and paste your email at the end.

Shorter. Cut it to under 80 words. Remove pleasantries and repetition. Put the ask in the first two lines.
Longer. Expand it with the context a new reader would need: background, the reason for each next step, and what happens if nothing changes. Stay under 250 words.
Concise. Make each sentence carry one point. Replace phrases with single words where possible. Use bullet points for any list of three or more.
Improve wording. Fix grammar, awkward phrasing and vague words. Keep my tone and length about the same. After the rewrite, list what you changed.
More defensive. Make it hold up if forwarded to leadership: state what was agreed and when, reference earlier messages by date, separate facts from opinions, do not accept fault beyond what is confirmed, and stay polite.
Clearer. Put the main point and the ask in the first sentence. Use short sentences. State who does what by when. Remove jargon, or define it.
Warmer. Make it friendlier and more personal without making it longer. Acknowledge the reader’s situation once. No exclamation marks.
Firmer. Make the ask unambiguous and time-bound. Remove hedging words such as just, maybe, hopefully and I think. Keep it courteous.
Executive summary. Turn it into a three-bullet summary for a senior executive: outcome, risk, decision needed. Under 60 words.
Translate. Translate it into [Language], keeping a professional business register.

Section 02 / 12

Introductions

How to connect two people so both say yes, plus wording for introducing yourself to a new account.

Introductions / How to introduce

01Ask both people firstCheck that each side wants the introduction before you send it. A double opt-in protects your credibility with both.
02Say why each should careOne line per person on what they gain from the conversation. If you cannot write that line, do not make the introduction.
03Give each the other’s contextName, role, company, and the one thing they are working on that makes this relevant.
04Propose a concrete next stepName who should suggest times, and what the first conversation is about.
05Step outMove yourself to BCC after the first reply. Check in with both a week later to see if it was useful.

Introductions / Templates and script

01 — Send to each person separately first

Opt-in request

Hi [Name], I would like to introduce you to [Person], [Role] at [Company]. They are working on [Topic], and I think a 20-minute conversation would help you both because [Reason]. Are you happy for me to connect you?

02 — Once both have agreed

The introduction email

Subject: Intro: [Name A] and [Name B] [Name A], meet [Name B], [Role] at [Company]. [Why A should care, in one line.] [Name B], meet [Name A], [Role] at [Company]. [Why B should care, in one line.] I suggested you talk about [Topic]. [Name A], could you propose a couple of times? Moving myself to BCC. [Your name]

03 — New CSM on an existing customer

Introducing yourself to an account

Subject: Your new Customer Success Manager at [Company] Hi [Name], I am [Your name], and from [Date] I am your Customer Success Manager, taking over from [Previous CSM]. I have read through your account history, including [One specific goal or recent project]. I would like 30 minutes to hear what is working, what is not, and what you need in the next [Quarter]. Does [Option 1] or [Option 2] work for you? [Your name]

04 — First call or kickoff

30-second spoken introduction

I am [Name], your Customer Success Manager. My job is to make sure [Product] delivers [The outcome they bought it for]. In practice, I am your first call for anything that blocks you, I will check in every [Cadence], and twice a year we will review results against the goals we set today. To start, I would like to understand what success looks like for you by [Date].

Section 03 / 12

Presentations

A starter pack: what to say at each point, what to have ready, and when to do each thing.

Presentations / Scripts

01 — First 60 seconds

Opening

Thanks for the time. Today’s goal is [One outcome]. I will take [X] minutes on [Topics], then we will use the rest for your questions and a decision on [Next step]. Before I start: has anything changed since we last spoke that I should know about?

02 — After the context slides

Moving into the demo

That is the context. Now I will show you how [Team] would do [Specific task]. I am using [Their data or scenario] so it reflects your setup.

03 — Any time

A question you cannot answer

Good question. I do not want to guess. I will confirm with [Team] and send you the answer by [Day]. (Write it down where they can see you do it.)

04 — When someone objects

Handling pushback

That is a fair concern. Can you tell me where you have seen that cause problems? [Listen.] Here is how we handled it with [Similar customer type], and what the result was.

05 — Last 5 minutes

Closing

To summarise: [Point 1], [Point 2], [Point 3]. The next step I suggest is [Action] by [Date]. Does that work, and who else should be involved?

Presentations / Things to prepare

The one decision or outcome you want from the session
Attendee list with each person’s role, influence and main concern
Current account data: usage, open tickets, renewal date
Deck of 10 slides or fewer, one message per slide
Demo environment tested with data relevant to this customer
Backup: PDF of the deck and screenshots of the demo
Answers to the three hardest questions they could ask
A proposed next step with an owner and a date
Meeting link or room, screen sharing and adapters tested

Presentations / Steps to take

015 days beforeConfirm the objective and attendee list with your sponsor at the customer.
023 days beforeDraft the deck. Send the agenda to the customer.
032 days beforeDry run with a colleague. Time it and cut anything that runs over.
041 day beforeTest the demo, links and equipment. Send a short reminder with the agenda.
05On the dayJoin 10 minutes early. Restate the objective at the start. Leave a third of the time for discussion.
06Within 24 hoursSend the recap with decisions, owners and dates. Use the meeting follow-up email template.

Presentations / Slide outline

01Title slide
02The problem in their words
03What changes for them
04How it works (one diagram)
05Proof: result from a similar customer
06Plan and timeline
07What we need from them
08Next step and owner

Section 04 / 12

Workshops

Plan a workshop backwards from its outcome, settle the open questions, and book everything on time.

Workshops / How to plan

01Define the outcomeDecide what exists at the end: a decision, a prioritised backlog, a signed-off success plan. Everything else follows from this.
02Agree scope and sponsorConfirm who signs off on the result and what is out of scope.
03Choose participantsInclude the people who decide and the people who do the work. Six to twelve people is a workable group.
04Design the agenda backwardsStart from the outcome. Split the day into 45 to 90 minute blocks, each producing one output.
05Send pre-reads a week aheadInclude the agenda, the outcome, and any pre-work participants must complete.
06Prepare materialsTemplates, boards, handouts and your facilitation notes with timings.
07Run itRestate the outcome at the start. Park off-topic items visibly. Capture decisions as they are made.
08Follow up within 48 hoursSend the outputs, owners and dates, and book the next checkpoint.

Workshops / Things to identify

The outcome, and how you will know it was achieved
Executive sponsor and final decision-maker
Participants, their roles and what each wants from the day
Known disagreements between attendees
Pre-work participants must complete
Format: on-site, remote or hybrid
Facilitator and note-taker
Tools: whiteboard, digital board, templates
Budget, and who pays for travel and venue
Date, plus a fallback date

Workshops / Bookings and travel

Room booked with 20% spare capacity
Screen, adapters, clicker and guest Wi-Fi access
Whiteboards, markers, sticky notes, flipchart
Catering ordered, with dietary requirements collected in advance
Flights or trains booked, arriving the evening before
Hotel near the venue
Visitor badges or building access registered
Travel approval and cost centre confirmed
Calendar invite with address, agenda and dial-in
A day-of contact number shared with everyone

Section 05 / 12

Account analysis

What data to collect, which signals to look for, a review template, and prompts to speed up the analysis.

Account analysis / Data points to find

Contract

Annual contract value
Renewal date and notice period
Products and licences held
Pricing terms and discounts

Usage

Active users against licences
Feature adoption
90-day usage trend
Usage by team or region

Support

Open tickets and severity
Average time to resolution
Repeat issues
Escalations in the last 6 months

Relationship

Executive sponsor and champion
Date of last executive contact
NPS or CSAT scores
Changes in key contacts

Outcomes

Goals agreed at kickoff
Progress against each goal
Results the customer has quoted
Goals for the next term

Account analysis / What to look for

Risk signals

Usage down more than 20% over 30 days
Champion or sponsor has left
High-severity tickets open for weeks
No executive contact in 6 months
Budget cuts or a competitor mentioned
Invoices paid late

Expansion signals

Licences close to their limit
New teams asking for access
New use cases appearing
Customer sharing results internally
Sponsor taking on a wider remit
Requests for features in a higher tier

Account analysis / Analysis template

Spec sheet

Account review template

ACCOUNT REVIEW: [Account name] Contract value: [Value] Renewal: [Date] Health: [Green / Amber / Red] Prepared by: [Your name] Date: [Date] 1. SUMMARY [Three lines: where the account stands and why] 2. GOALS AND PROGRESS Goal Target Current Status [Goal 1] [Target] [Current] [On track / At risk] [Goal 2] [Target] [Current] [On track / At risk] 3. USAGE AND ADOPTION [Active users, trend, adopted vs unused features] 4. RISKS Risk Evidence Mitigation Owner [Risk] [Data point] [Action] [Name] 5. OPPORTUNITIES [Expansion signals and the evidence for each] 6. NEXT 90 DAYS [Action], [Owner], [Date] [Action], [Owner], [Date] 7. WHAT I NEED INTERNALLY [Support, product, or leadership asks]

Account analysis / Analysis prompts

01 — Paste usage, ticket and contract data

Account health assessment

You are a customer success analyst. Using the data below, write a health assessment for [Account]: an overall rating (green, amber or red) with reasons, the top 3 risks with the evidence for each, the top 2 expansion signals, and 3 actions for the next 30 days. Flag any data that is missing or contradictory. Data: [Paste data]

02 — Paste weekly usage export

Usage trend

Here is weekly usage data for [Account]. Identify the trends, any drop of more than 15%, and which teams or features drive the change. Give a short summary, then a table. Data: [Paste data]

03 — Paste ticket list

Support ticket themes

Group these support tickets into themes. For each theme give the count, average resolution time and one example. Then say which theme is the biggest threat to renewal, and why. Tickets: [Paste tickets]

04 — Paste your notes

QBR outline

Draft a quarterly business review outline for [Account] from these notes: wins, metrics against goals, open issues, roadmap items relevant to them, and 3 questions to ask the sponsor. Notes: [Paste notes]

05 — Paste meeting notes and emails

Stakeholder map

From these notes and emails, list every stakeholder mentioned with their role, their attitude towards us (supporter, neutral or sceptic), and what they care about most. Then name the gaps in our coverage. Notes: [Paste notes]

06 — Paste your account table

Churn risk ranking

Here is a table of my accounts with ARR, renewal date, usage trend, open tickets and last executive contact. Rank them by churn risk, explain the top five in one line each, and suggest one action per account this week. Data: [Paste table]

07 — Paste your account list

Renewal forecast

From this account list, estimate which renewals in the next [90] days are likely, at risk, or likely to churn, with reasons, and total the ARR in each group. State your assumptions. Data: [Paste table]

Account analysis / Health score

This calculator needs JavaScript. The formulas it uses are in Metrics → Formulas.

Section 06 / 12

Onboarding

Run the handover from sales, a kickoff that sets clear goals, and a 30/60/90-day plan.

Onboarding / Sales handover

Signed contract, products and licence counts
Why they bought: the problem in the customer's words
Success criteria discussed during the sale
Promises made by sales (features, dates, discounts)
Champion, economic buyer and technical contact
Known risks or objections raised during the sale
Competitors evaluated
Implementation deadline and any event driving it
Integration and data requirements
Internal team: implementation lead, support contact, AE

Onboarding / Kickoff call

01Introductions and rolesWho owns what on both sides.
02Restate why they boughtConfirm the problem and the expected result.
03Agree success criteria2–4 measurable goals with dates.
04Walk through the planMilestones for the first 90 days.
05Agree ways of workingMeeting cadence, channels, escalation path.
06Confirm next stepsOwners and dates, sent in writing within 24 hours.

Onboarding / 30/60/90 plan

Days 1–30, set up

Technical setup and integrations complete
Admins trained
First team live
Success plan signed off

Days 31–60, adopt

All planned teams onboarded
First usage review
First measurable result
Gaps logged and owned

Days 61–90, prove value

Results reviewed against success criteria
First business review held
Expansion or next-phase goals agreed
Case-study or reference potential assessed

Onboarding / Success plan template

Spec sheet

Success plan template

SUCCESS PLAN: [Account name] Owner: [Your name] Sponsor: [Name, title] Start: [Date] Review: [Date] 1. WHY THEY BOUGHT [The problem, in the customer's words] 2. SUCCESS CRITERIA Goal Metric Baseline Target By [Goal 1] [Metric] [Now] [Target] [Date] [Goal 2] [Metric] [Now] [Target] [Date] 3. MILESTONES [Milestone], [Owner], [Date] [Milestone], [Owner], [Date] 4. STAKEHOLDERS Name Role Cares about Contact cadence [Name] [Role] [Priority] [Cadence] 5. RISKS AND DEPENDENCIES [Risk or dependency], [Mitigation], [Owner] 6. WAYS OF WORKING Meetings: [Cadence] Channel: [Email / Slack / Teams] Escalation: [Path]

Section 07 / 12

Renewals

A timeline that starts four months out, scripts for the objections you will hear, and a negotiation checklist.

Renewals / Renewal timeline

01120 days beforeCheck health, usage and open risks. Confirm the decision-maker and their budget cycle.
0290 days beforeHold a value review. Send the renewal check-in email.
0375 days beforeAgree the commercial proposal internally: pricing, term, any expansion.
0460 days beforeSend the proposal. Book a call to walk through it.
0545 days beforeResolve objections. Bring in your manager or the AE if terms are disputed.
0630 days beforeAgree final terms. Start paperwork and procurement.
0714 days beforeChase signatures and purchase orders daily if needed.
08Renewal dateConfirm the signature. Send a thank-you note and the plan for the next term.

Renewals / Objection scripts

01 — Price pushback

"It's too expensive."

I understand. Can we look at it against what it delivers? Over the last [Period] your team [Outcome, with a number]. If the budget is fixed, we could look at [Option: fewer licences / different plan / longer term at a lower annual rate]. Which matters more to you: the total amount, or the timing of the payment?

02 — Low adoption

"We're not using it enough."

That's useful to hear, and it's on me to help fix it. Which teams aren't using it, and what's in the way? I'd suggest a [30]-day adoption plan with [Specific actions], then we review the renewal against real usage.

03 — Competitive threat

"We're looking at [Competitor]."

Thanks for telling me. What's prompting the look? [Listen.] Switching usually costs [Migration effort, retraining, lost history]. If there's a gap we haven't closed, I'd rather know now. Can you share what [Competitor] offers that matters to you?

04 — Budget freeze

"Budgets are frozen."

Understood. Who decides when the freeze lifts, and what would they need to see to approve this? I can prepare a one-page summary of results and cost per [Unit] for them.

05 — Stalled decision

"We need to think about it."

Of course. What specifically do you need to decide? If it helps, I can send [Information] by [Date], and we can speak again on [Date] so the renewal isn't at risk.

Renewals / Negotiation prep

Your walk-away point and the authority you have
Discount limits agreed with your manager
What you could trade: term length, payment terms, case study, reference call
The customer's alternatives if they do not renew
Value delivered, with numbers
Who signs, and their procurement steps and timelines
Concessions you will ask for in return for any discount
A written summary of the current offer

Renewals / Renewal email: proposal

01 — 60 days before renewal

Renewal proposal

Subject: Your renewal proposal for [Period] Hi [Name], As discussed, here is the proposal for your renewal on [Date]: • [Plan / products], [Quantity] licences • [Term] at [Price] per [Unit], [Total] in total • [Any change from the current agreement] This includes [What's new or improved]. The offer is valid until [Date]. I'll call on [Date] to answer questions. If you need anything for procurement before then, let me know. [Your name]

Renewals / Countdown

This calculator needs JavaScript. The formulas it uses are in Metrics → Formulas.

Section 08 / 12

Escalations and incidents

Severity levels, a communication cadence for each, and the messages to send inside and outside the company.

Escalations and incidents / Severity matrix

Level	Definition	Customer update	Internal escalation
Sev 1	Service down or data at risk for many users	Every hour until resolved	Immediately: support lead, engineering on-call, your manager
Sev 2	Major feature broken, workaround hard or none	Every 4 hours	Within 1 hour: support lead and product owner
Sev 3	Feature degraded, workaround exists	Daily	Within 1 business day via a ticket
Sev 4	Minor issue or question	At resolution	Normal ticket queue

Note Replace these with your company's official definitions and SLAs where they exist.

Escalations and incidents / Customer comms

01 — Sev 1/2, within 30 minutes

First response

We are aware that [Symptom] is affecting [Scope] since [Time]. Our engineering team is working on it now. Next update by [Time]. Your contact for this incident is [Name, phone].

02 — At every scheduled update

Progress update

Update at [Time]: [What we've learned]. [What we're doing now]. Current estimate: [ETA, or 'no reliable estimate yet']. Next update by [Time].

03 — Once the fix is confirmed

Resolution

[Symptom] was resolved at [Time]. Cause: [Plain-language cause]. We will share a full root-cause report by [Date].

Escalations and incidents / Internal escalation

01 — To get help from another team

Internal escalation

Subject: [Sev N] [Customer]: [One-line problem] Customer: [Account], [Contract value], renewal [Date] Impact: [Users / processes affected], since [Time] Ticket: [Link] What's been tried: [Steps] What I need: [Specific ask] from [Team / person] by [Time] Customer sentiment: [Calm / frustrated / threatening to leave]

Escalations and incidents / Root-cause summary

Spec sheet

Root-cause summary

INCIDENT SUMMARY: [Title] Date: [Date] Duration: [Start] to [End] Severity: [Sev N] WHAT HAPPENED [Two or three sentences, no jargon] IMPACT [Who was affected, how, for how long] ROOT CAUSE [The underlying cause, not only the trigger] TIMELINE [Time] [Event] [Time] [Event] WHAT WE ARE CHANGING [Action], [Owner], [Date] [Action], [Owner], [Date]

Escalations and incidents / De-escalation call

01Let them finish. Do not interrupt or defend in the first few minutes.
02Acknowledge the impact in their terms: "This stopped your team from [X]."
03State what you know and what you do not. Do not guess.
04Commit to one concrete next action and a time for the next update.
05Confirm in writing within an hour.

Section 09 / 12

Business reviews (QBR/EBR)

An agenda, a slide-by-slide outline and the questions that turn a review into a planning conversation.

Business reviews (QBR/EBR) / Agenda (60 min)

010–5 minObjectives and agenda.
025–20 minResults against the success plan, with numbers.
0320–30 minUsage and adoption: what's working, where the gaps are.
0430–40 minTheir priorities for the next quarter or year.
0540–50 minRecommendations and roadmap items relevant to them.
0650–60 minAgreed actions, owners and dates.

Business reviews (QBR/EBR) / Slide outline

01Title and attendees
02Objectives for today
03Goals we agreed and status
04Results in numbers
05Adoption by team
06Support summary
07What we heard from your team
08Your priorities next period
09Our recommendations
10Actions and owners

Business reviews (QBR/EBR) / Questions to ask

Strategy

What are your top three priorities for the next 12 months?
What would make this partnership a clear success next year?
What has changed in your business since we last met?

Value

Where has [Product] made the biggest difference?
What would you lose if you stopped using it tomorrow?
Who else in the company should know about these results?

Risk

What's frustrating your team right now?
Is anything changing in budget, leadership or structure?
Are you evaluating other tools for any of this?

Business reviews (QBR/EBR) / QBR prompt

01 — Paste your notes

QBR outline

02 — Paste your QBR outline

Speaker notes

Draft the speaker notes for each slide of this QBR outline, 60–90 words per slide, plain language, ending each with a question for the customer. Outline: [Paste outline]

Section 10 / 12

Retention and churn

Triage the risk, build a save plan, and if they still leave, offboard them well and learn why.

Retention and churn / Risk triage

Product

Not getting value
Missing capability
Poor adoption

Relationship

Champion left
No exec sponsor
Trust damaged by incidents

Commercial

Budget cut
Price increase
Acquired or merging
Competitor offer

Retention and churn / Save plan

01Confirm the real reason with the decision-maker, not only your contact.
02Quantify what is at stake: contract value and any expansion.
03Agree an internal response: product, support, commercial or executive help.
04Present a specific plan with dates, not general reassurance.
05Bring in an executive sponsor from your side when the value at risk justifies it.
06Review weekly until the risk is closed or the decision is final.

Retention and churn / Cancellation response

01 — When a customer asks to cancel

Cancellation response

Subject: Re: Cancellation of [Product] Hi [Name], Thank you for telling me directly. Before anything is processed, I would like to understand what led to this decision. If there is something we can fix, I want the chance to do it; if not, I want to make the transition easy for you. Could we take 20 minutes on [Date]? [Your name]

Retention and churn / Exit interview

What problem were you hoping we would solve?
When did you first think about leaving?
What could we have done differently?
What are you moving to, and why?
Would you consider coming back if [X] changed?
May we contact you again in [6] months?

Section 11 / 12

Discovery and meetings

Question banks for discovery calls, a stakeholder map and a meeting-notes format.

Discovery and meetings / Discovery questions

Goals

What does success look like by [Date]?
How is that measured today?
Who is accountable for it?

Current state

How do you do this today?
What does it cost in time or money?
What have you tried before?

People

Who uses this day to day?
Who decides on budget?
Who could block a change?

Timing

What happens if nothing changes?
Is there an event or deadline driving this?
What else is competing for attention?

Discovery and meetings / Stakeholder map

Spec sheet

Stakeholder map

STAKEHOLDER MAP: [Account] Name Title Role Influence (H/M/L) Attitude Cares about Last contact [Name] [Title] [Decider / Champion / User / Blocker] [H] [Supporter / Neutral / Sceptic] [Priority] [Date]

Discovery and meetings / Meeting notes

Spec sheet

Meeting notes

MEETING: [Account], [Topic] Date: [Date] Attendees: [Names] PURPOSE [One line] KEY POINTS - [Point] DECISIONS - [Decision] ACTIONS [Owner]: [Action] by [Date] RISKS / SIGNALS - [Risk or expansion signal]

Discovery and meetings / Notes-to-recap prompt

01 — Paste raw meeting notes

Notes to recap

Turn these raw meeting notes into a customer-facing recap email: what we agreed, next steps with owners and dates, and open questions. Keep it under 150 words and use bullet points. Then, separately, list any risks or expansion signals for my internal notes. Notes: [Paste notes]

Section 12 / 12

Metrics

Definitions and formulas for the metrics customer success teams are measured on, with a calculator.

Metrics / Formulas

Metric	Formula	What it tells you
Gross revenue retention (GRR)	(Starting ARR − churned ARR − contraction ARR) ÷ starting ARR	How much revenue you keep, ignoring growth. Cannot exceed 100%.
Net revenue retention (NRR)	(Starting ARR + expansion ARR − churned ARR − contraction ARR) ÷ starting ARR	Revenue kept including growth from existing customers.
Logo churn rate	Customers lost in the period ÷ customers at the start of the period	Share of customers who left.
Net Promoter Score (NPS)	% promoters (9–10) − % detractors (0–6)	Willingness to recommend, from −100 to +100.
CSAT	Satisfied responses (4–5 on a 5-point scale) ÷ total responses	Satisfaction with a specific interaction.
Licence utilisation	Active users ÷ licensed seats	Adoption against what was bought.
Time to value	Date of first agreed outcome − contract start date	How quickly a customer sees results.

Metrics / Glossary

ARR

Annual recurring revenue: the yearly value of subscription contracts, excluding one-off fees.

MRR

Monthly recurring revenue: the monthly value of subscription contracts, excluding one-off fees.

QBR

Quarterly business review: a scheduled meeting with a customer to review results against goals and plan the next quarter.

EBR

Executive business review: a review with the customer's senior leaders, usually once or twice a year, focused on strategy and outcomes.

CSQL

Customer success qualified lead: an expansion opportunity found by customer success and passed to sales.

Health score

A rating of how likely an account is to renew and grow, combined from signals such as usage, support, relationship and outcomes.

Champion

A person at the customer who supports your product internally and helps you get things done.

Economic buyer

The person who controls the budget and gives final approval for a purchase or renewal.

Expansion

Additional revenue from an existing customer through more licences, a higher tier or new products.

Contraction

Lower revenue from a customer who stays, for example through fewer licences or a downgrade.

Churn

Revenue or customers lost when contracts are cancelled or not renewed.

TTV

Time to value: the time between the contract start and the customer's first agreed outcome.

DAU/MAU

Daily active users divided by monthly active users: a measure of how habitually a product is used.

Metrics / Calculator

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