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A QBR dashboard puts quarterly account revenue, retention, and growth opportunities into a consistent review. Follow a worked US company example, reconcile the measures, and assign an owner to each customer action.
A QBR dashboard compares quarterly customer results, retention, and growth opportunities, then attaches an action to each material exception. It should make the account conversation easier to decide, with consistent periods and clear ownership. Keep actual results separate from what the team hopes to win next.
Use the dashboard as the factual account review: what changed, which relationships need attention, and what the team will do next. The longer explanation of the quarter belongs in the quarterly business review from computed tables. This page focuses on the measures and account comparisons that support that discussion.
Begin with revenue, customer status, renewal obligations, service exceptions, and qualified growth opportunities. A measure earns space when a change would alter an account decision. A large activity count without a customer outcome or agreed next step usually belongs in a working report.
Select the comparison period before collecting numbers. The worked example uses consecutive quarters of equal reporting scope. A seasonal company may need the same quarter in the prior year beside that comparison. Label the periods clearly and resist switching the reference because one comparison looks more favorable.
Monarch Field Support is an illustrative US business services company. It reviews the quarter ended September 30, 2026. Its ledger provides quarterly net revenue, its contract register provides renewal obligations, and its sales and service exports provide September 30 snapshots.
| Source | Required fields | What it establishes |
|---|---|---|
| Revenue ledger | Account ID, posting date, net revenue | Actual revenue for each quarter |
| Customer register | Account ID, opening status, ending status | The opening customer cohort and retained accounts |
| Renewal register | Contract ID, account ID, due date, due amount, renewed amount | Obligations due and their renewal outcome |
| Opportunity export | Opportunity ID, account ID, amount, stage, expected close | Potential future business at the cutoff |
| Service export | Case ID, account ID, status, severity | Unresolved customer issues at the cutoff |
Net revenue must follow the company's accounting policy. The SEC's financial statement guide explains net revenues after returns and allowances. Use the posted ledger measure consistently; contract signature value, invoices, cash receipts, and revenue can describe different events.
Aggregate each source independently to account level. Preserve the detail identifiers, and review account mappings where a parent company has several buying entities. Decide whether the customer review concerns the parent relationship or a particular contracted entity before interpreting movement.
The revenue table contains all accounts in either quarter. The company defines an active customer using an active service agreement, confirmed in the customer register; a temporary pause in billing would not alone classify an account as lost.
| Account | Prior-quarter revenue (USD) | Current-quarter revenue (USD) | Change (USD) | Customer cohort |
|---|---|---|---|---|
| Alder Manufacturing | 120,000 | 144,000 | 24,000 | Opening customer, retained |
| Brook Logistics | 100,000 | 80,000 | -20,000 | Opening customer, retained |
| Crest Medical Supply | 80,000 | 76,000 | -4,000 | Opening customer, retained |
| Dunham Packaging | 0 | 40,000 | 40,000 | New customer |
| Total | 300,000 | 340,000 | 40,000 |
Revenue growth is 40,000 / 300,000 = 13.3%, rounded to one decimal. The bridge proves the change: 300,000 + 24,000 − 20,000 − 4,000 + 40,000 = $340,000.
The opening customer cohort contributes 144,000 + 80,000 + 76,000 = $300,000 this quarter, exactly its previous total. All net company growth comes from Dunham. That distinction changes the review: the headline grew, while growth within existing relationships was flat.
For a fuller explanation of new, retained, expanded, and lost revenue, use the growth dashboard. The QBR only needs enough of that bridge to identify the customer conversations that follow.
Customer retention = Retained opening customers / Opening customers
Dollar renewal rate = Amount renewed from obligations due / Amount due for renewal
All three opening customers remain active. Customer retention is therefore 3 / 3 = 100.0%. Dunham is new and stays outside that denominator. This matches the cohort principle in Salesforce's customer retention explanation, which removes newly acquired customers when calculating retention.
Covirage is not affiliated with Salesforce.
The renewal and opportunity figures tell a more qualified story:
| Account | Renewal amount due (USD) | Amount renewed (USD) | Open growth opportunities (USD) | Unresolved service cases |
|---|---|---|---|---|
| Alder Manufacturing | 100,000 | 100,000 | 60,000 | 1 |
| Brook Logistics | 80,000 | 60,000 | 40,000 | 5 |
| Crest Medical Supply | 60,000 | 60,000 | 30,000 | 0 |
| Dunham Packaging | 0 | 0 | 50,000 | 1 |
| Total | 240,000 | 220,000 | 180,000 | 7 |
The dollar renewal rate is 220,000 / 240,000 = 91.7%, rounded to one decimal. The unresolved renewal balance is 240,000 − 220,000 = $20,000, all at Brook. This example treats that balance as pending at the cutoff, not confirmed lost. Preserve that distinction when the register separates pending decisions, reductions, and cancellations.
The $180,000 of opportunities is separate from both revenue and renewals. It describes potential incremental business. Check that an opportunity labeled expansion does not simply repeat a renewal already counted in the contract register.
Brook has the clearest exception: lower revenue, an unresolved renewal balance, and several service cases. These are connected review topics, not proof of a single cause. Ask the customer which issue matters, then document what the commercial and service teams agree to do.
| Account | Evidence to discuss (amounts USD) | Action owner | Next decision |
|---|---|---|---|
| Brook | Revenue down 20,000; renewal balance 20,000; five open cases | Account leader with service manager | Confirm renewal scope and an agreed service recovery step |
| Alder | Revenue up 24,000; growth opportunities 60,000 | Account leader | Validate expansion scope with the customer sponsor |
| Crest | Revenue down 4,000; renewal fully completed | Account leader | Check whether lower activity reflects timing or reduced demand |
| Dunham | New revenue 40,000; growth opportunities 50,000 | Account leader | Confirm initial delivery before pursuing broader scope |
Amounts in that table are USD and come from the preceding account rows. Add an agreed due date and completion evidence to the working action list. The dashboard is useful only if the next review can establish whether the promised step happened.
The account leader owns that follow-through. Finance signs off on revenue scope; sales operations checks opportunity definitions; service leadership validates the case status and severity. For the deal-level timing review behind a growth amount, use the opportunities dashboard.
Upload a file or Google Sheet with quarterly account revenue, renewal records, and opportunity summaries; Covirage maps the columns, and its tools compute and check the figures. The external AI model explains the results with every figure traced to its rows. Create a free Covirage account and bring a sample of your own data.
See sales intelligence for the broader account review context.
Show quarterly revenue against a comparable period, retained and lost customers, renewal outcomes, open growth opportunities, and material service issues. Include the source cutoff and an action owner. Use only measures that help the team or customer make a decision.
Customer retention counts how many opening customers remain under a defined active-customer rule. A renewal rate follows contracts due for renewal and can be measured by count or dollars. An account can remain active while renewing only part of its contract value.
Include qualified opportunities when they inform the next quarter's account priorities, but keep their amounts apart from actual revenue. Show an owner, expected close date, and customer commitment so an opportunity list does not become an unsupported growth promise.
The account leader normally owns the review and follow-through. Finance validates revenue, sales operations validates opportunity definitions, and service leaders validate unresolved issues. Each action needs its own named owner even when the dashboard combines information from several functions.