Hours of Data Entry
Every seller at Abnormal runs through an AE QBR once a quarter. The point of the exercise is for the rep to reflect on the past quarter, surface what went well and what did not, name where they need help from leadership, and look ahead to what they need from the business to hit the rest of the year.
To get into that conversation, the rep has to deliver a presentation, and the deck is standardized across the business. Cristina has piloted and owned this program for four years. Before the skill existed, building that deck was a data entry job. She would hand the template to every seller, and the seller would dig through their Salesforce reports, find the right numbers, and paste them into the right cells.
Cristina surveyed the field before she kicked off the project. The average came back at about six hours per rep, every quarter, just to input the data.
Wrong Conversations on Calls
Six hours per rep was bad enough. The harder problem was what happened on the QBR call itself.
With that many data points moving by hand, the deck was prone to error. A rep might cite a different count of new business meetings than what Salesforce was telling us, or calculate a metric the wrong way. Instead of spending the call on coaching opportunities, gaps, and how to address them, the meaningful time got spent on why the data was wrong.
That is not what a QBR is for.
One Skill, One Deck
Cristina built the AE QBR skill with Abnormal's AI team. A rep runs the skill, and the skill returns a QBR deck in the standardized format the business already uses, the same shape for every rep across every region.
The metrics that used to take six hours of pasting are now populated automatically: bookings, attainment, pipeline attainment, forecast accuracy, and the rest of the quarterly review numbers.
But not everything got automated, and that was deliberate.
The key takeaways on each slide are still filled in by the rep. The point of a QBR is the rep's own read on the quarter: what does this mean to me, where am I strong, where am I weak, what can I share with the team, what do I need from leadership to be successful. The only way to get a real answer to any of those questions is to make the rep sit with the data and write it down. The skill removes the data entry and leaves the thinking.
Six Hours to Thirty Minutes
The headline metric is the one you would expect. From six hours to under thirty minutes per rep, every quarter, across every seller in the business.
What matters more is how the saved hours get spent. Instead of pasting cells, reps are reading their own quarter back to themselves, figuring out what they want to bring to the call, and deciding what they are going to ask of their leadership team. The QBR conversation is back to being about coaching, not about why the numbers do not match.
