Customer Intelligence

How to choose a customer intelligence platform

By
Joel Passen
October 24, 2022
5 min read

Despite customer intelligence still being an emerging field, there are already many incredible CI platforms that can help you get the most out of your data. Utilizing customer intelligence data will not only help improve your overall business strategy, but it’s also a powerful way to improve customer satisfaction and customer experience. 

Data on its own isn’t beneficial. What matters is understanding the customer journey of your users and analyzing data, customer feedback, and customer behavior to make better decisions.

But as with most things in business, not all customer intelligence platforms are created equal. Depending on your goals, the size of your company, and your budget, each platform has its own strengths and weaknesses.

Whether you’re already sold on the value of customer intelligence or looking for ways to take your business to the next level, this article will cover everything you need to know about choosing the right customer intelligence platform for your needs. 

Choose a customer intelligence platform that works well with your tech stack.

Businesses today, on average, use 37+ tools across their teams and departments. Every department has its “go-to” tools. Yet, keeping track of all that data collected by these tools can take time, and it only gets more challenging the more systems your business uses. With so many silos, it can be impossible to understand all your data in aggregate.

When choosing a customer intelligence platform, the platform you select must integrate deeply with the critical components of your current GTM tech stack.

For example, at Sturdy, many of our customers use Salesforce, so we began focusing on Salesforce integrations for our customers who rely on using the most popular CRM in the world. A customer intelligence platform can have flashy dashboards. Still, it will be challenging to realize game-changing value if it doesn’t pull the full payload from your CRM. 

At a minimum, buyers must choose a system that integrates directly into your CRM, email, and ticketing system. Be skeptical of CI tools that claim to integrate with hundreds of tools “out of the box.” Chances are these systems are using a third-party integration platform. While third-party integration platforms are great for some things, they can be limited when ingesting data from custom fields. And otherwise, they represent another failure point on the reliability daisy chain. 

Many CI platforms, such as our platform, Sturdy, become more valuable with more data they access. To that end, it’s essential to identify your largest customer feedback channels. For most of us, it’s likely email. Our research has shown that over 60% of B2B customer-to-business conversations are over email. This makes a tight integration with your email platform imperative. The right CI tools analyze email, and then and only then can they give you predictive customer intelligence data based on the bulk of your everyday customer interactions.

Pro tip: When considering customer intelligence platforms, integrations matter. Choose a system that has authorized integrations with your other vendors’ marketplaces. Avoid systems that rely on third-party integration platforms. And, if email isn’t a core integration, you’ll likely be missing the lion’s share of insights about your customer relationships. 

A secure, privacy-first customer intelligence platform

Let’s face it, there’s a consummate conflict of interest in businesses today. Business units must leverage data to turn raw information into actionable insights. On the other hand, InfoSec and privacy teams must ensure compliance with a myriad of regulations relating to collecting and using data, mainly when it contains PII.  

Personally identifiable information or PII is any information that permits an individual’s identity to be directly or indirectly inferred, including any information linked or linkable to that individual. But, if you collect someone’s name and email address, you are collecting PII. For this reason, you must choose a CI platform designed for the privacy-first era. Anything less is asking for trouble. Here are some tips to get started:

First, ensure your potential partner maintains an information security program certified by yearly SOC2 Type II audits. This protects the security, availability, confidentiality, integrity, and privacy of their services and your customer data.

Next, understand each provider’s approach to processing PII. Being SOC 2 Type II isn’t really about privacy. Otherwise, it’s essential to know if a vendor’s employees, consultants, or sub-processors have access to your customers’ PII. If they do, this is a problem. Look for a solution that offers a virtual data clean room. This way, you can ensure that data from different systems, including email, ticketing, and customer relationship management (CRM), is securely funneling into one spot. This data is encrypted and then anonymized, making it impossible for anyone in the data clean room to access PII. 

Choose a customer intelligence tool that gets buy-in across all your teams. 

There are very few teams in a SaaS business that don’t need more insights about customers. Customer intelligence is something your entire company should be involved in. Everyone in your organization will benefit from your chosen customer intelligence platform, from engineering to product to marketing. 

When choosing a CI platform, consider the following:

  • Insights for various teams: Customer Intelligence isn’t just for customer success teams. Product and engineering teams can immediately benefit from learning more about customer frustration, confusion, and wants directly from the voice of the customer. Marketing teams can transform positive insights into customer references. Rev Ops and the BI team can create new analytical frameworks from previously unavailable data.   

  • Fast time to value: Let’s face it, we’ve all bought platforms that were oversold, hard to implement, and even harder to administer. Look for solutions that can deliver insights to your specific use cases quickly. Understand the resources required to start receiving value and what resources are needed to maintain the program in the future. 

  • Tech stack: When choosing a customer intelligence platform, the platform you select must integrate deeply with the critical components of your current GTM tech stack. And don’t forget email. 60% of customer-to-business communications start with an email. 

  • Avoid duplicate functionality: CI platforms often have similar functionality to systems you already have, like customer success platforms and CRM systems. Look to compliment your existing system with rich data from a customer intelligence solution. 

  • Security: Does the platform have a clear and transparent take on data security? Ensure that any system you choose is SOC 2 Type II ready.

  • Data privacy: How does the platform handle data privacy? Is the vendor using anonymization, pseudonymization, and de-identification techniques?

Customer intelligence is not a magic bullet: Avoid platforms that make incredibly bold claims.

It’s essential to have realistic expectations when choosing a CI tool. Just as AI-driven content marketing can be helpful for copywriting and content marketing, it won’t do all the legwork for you.

This advice applies to customer intelligence platforms and any SaaS tool your business might use. Many “all in one” tools or “magic bullet” solutions claim they can do everything. But remember, the more the vendor tries to do, the more likely they, too, have “soft spots” where the technology isn’t good. 

At the end of the day, a customer intelligence solution should help you operationalize your practices and programs and get your entire organization enthusiastic about using insights to improve products, drive growth and expansion, and, ultimately, increase your NDR. Find solutions that demonstrate a clear path to value in the shortest time. These are the solutions that the C-suite can fund. 

Finally, customer intelligence is a hot topic. But it’s not exactly new. So with the tremendous growth in the CI world, some organizations have failed with products that don’t deliver value. The good news is that integrations, data sciences, and privacy tooling have all dramatically improved in the past 3-5 years. This has made products more powerful and easier to maintain.

Turn customer feedback into actionable insights. Get clear on your CI goals.

Customer intelligence tools continue to innovate incredibly quickly, but choosing a tool that serves your specific needs will make or break your experience. 

Perhaps you’re really focused on reducing churn. You may want a platform that streamlines your data points in one easy-to-read channel. Improving your customer experience is your number one goal. Increasing customer lifetime value, for example, is a common goal regarding competitive intelligence.

Of course, you’re almost certainly going to have multiple business goals. Still, it’s critical to have a clear idea of what you’re hoping the CI platform can help you accomplish from the start. Before you schedule a demo or request more information, have 2-3 specific goals in mind. 

Invest in both the now and the future with customer intelligence

There are significant gaps between what customers think about your products, the level of services you provide, and the execution of the journey you’ve outlined. The question is, “how seriously are you taking their feedback”? How closely are you listening to your customers? Churn doesn’t happen in a vacuum. It’s a culmination of feature requests, “how to” questions, executive changes, response lags, unhappy sentiment, and more. The right customer intelligence must deliver the insights to help teams create more enduring relationships with arguably the most significant cohort of humans outside your employees — your customers. 


While customer intelligence 2.0 is still in its infancy, businesses that utilize modern CI solutions effectively have a clear competitive advantage over those that do not. Nothing speaks louder than the voice of your customer. Today’s customer-obsessed teams make better decisions based on insights into the data customers generate for us with every conversation.

Interested in seeing around the corners? Learn where customer intelligence is going. Schedule a demo with Sturdy today.

Similar articles

View all

What Is a QBR? (And Why Most of Them Are Broken)

Alex Atkins
January 15, 2026
5 min read

Quarterly Business Reviews (QBRs) were invented with good intentions: get out of the weeds, meet with your customer, and align on outcomes every quarter.

In practice? Many QBRs have become 40-slide product monologues that take weeks to build, bore executives, and don’t change much of anything.

As Aaron Thompson argues in his widely shared post “QBRs are Stupid” [1], the traditional way we do QBRs is often more about checking a box than driving real business value. But when done right—and when modern tools are involved—a QBR (or more broadly, an “Executive Business Review”) can still be one of the highest leverage motions in Customer Success, Sales, and Account Management.

This post breaks down:

  • What a QBR is (and what it’s supposed to be)
  • Who uses QBRs and why they matter
  • The traditional steps to creating a QBR
  • How QBRs are evolving (less “quarterly,” more “business review”)
  • How Sturdy.ai can run QBRs for any account in seconds—not hours or days

What Is a QBR?

A Quarterly Business Review (QBR) is a structured, typically executive-level meeting between a vendor and a customer to:

  • Review business outcomes and value delivered
  • Align on goals, strategy, and risks
  • Agree on a plan for the next period (not always a quarter anymore)

Unlike a status meeting, a QBR is supposed to focus on outcomes, strategy, and impact, not tickets, small features, or sprint updates.

Industry bodies like TSIA (Technology & Services Industry Association) and customer success leaders (e.g., Gainsight, Winning by Design) have consistently emphasized that effective business reviews should be outcome-based, data-backed, and jointly owned by vendor and customer [2][3].

Who Are QBRs For?

QBRs are heavily used across:

  1. Customer Success (CS) / Account Management (AM)  
    • To prove ongoing value
    • Reduce churn and expand accounts
    • Align on adoption, usage, and business outcomes
  2. Sales / Strategic Accounts / Customer Directors  
    • To maintain executive relationships
    • Surface expansion opportunities
    • Show roadmap alignment to strategic initiatives
  3. Professional Services / Consulting / Agencies  
    • To connect deliverables to business impact
    • Discuss ROI, timeline, and next phases
    • Reset expectations where needed
  4. Product & Executive Teams  
    • To hear voice-of-customer at the highest level
    • Validate product direction with strategic accounts
    • Identify common themes and risks across the portfolio

In modern SaaS and B2B, QBRs have shifted from a “CS-only” ritual to a cross-functional motion that spans CS, Sales, Product, and Leadership [4].

Why QBRs Matter (When They’re Done Right)

When they’re not just slidedecks for slidedeck’s sake, QBRs can:

  • Prove value
    Tie your product directly to metrics your customer’s executives care about: revenue, cost savings, risk reduction, NPS, time-to-value.
  • Protect and grow revenue
    Well-run business reviews correlate with higher renewal and expansion rates because they build trust and keep your solution aligned with evolving needs [2][5].
  • Align on strategy and roadmap
    They create formal space to talk about: “Where is your business going?” and “How does our roadmap support that?”
  • Surface risk early
    Adoption gaps, champion turnover, budget changes—QBRs are where these get raised and addressed proactively.

The problem is not the idea of a QBR; it’s the way traditional QBRs are executed.

The Traditional QBR: Steps, and Where They Go Wrong

Let’s walk through the typical (old-school) QBR workflow and why it’s so painful.

Step 1: Define Objectives and Audience

What’s supposed to happen:

  • Clarify the purpose of the review:
    • Renewal risk?
    • Proving ROI?
    • Expansion discussion?
    • Strategic alignment with a new initiative?
  • Confirm who will attend: executive sponsors, day-to-day users, procurement, etc.
  • Tailor the content to those people, not a generic template.

Why it matters:
McKinsey and Gartner both emphasize executive conversations that center on the customer’s business priorities, not your internal agenda [5][6]. If you don’t decide the objective and audience upfront, you end up with a “kitchen sink” deck that satisfies no one.

Where it goes wrong:
Teams often skip this step and reuse the same template for every account, regardless of size, segment, or lifecycle stage.

Step 2: Gather Data (Usage, Outcomes, Support, Voice-of-Customer)

What’s supposed to happen:

  • Pull product usage data (logins, key feature adoption, utilization vs. license)
  • Capture business outcomes (KPIs, ROI estimates, improved cycle times, etc.)
  • Summarize support data (tickets, escalations, time-to-resolution)
  • Incorporate voice-of-customer: NPS, CSAT, survey results, call notes, emails

Why it matters:
Data-backed QBRs are more credible and effective. TSIA’s research on outcome-based engagement models shows that value evidence (data plus narrative) is a core driver of renewal and expansion [2].

Where it goes wrong:

  • Data is scattered across CRM, helpdesk, product analytics, call recordings, Slack, and email
  • CSMs or AMs spend hours to days cobbling it together manually
  • Important context (like that frustrated email from the VP last month) gets missed because it lives outside the “official” systems

Step 3: Build the QBR Deck

What’s supposed to happen:

A concise, outcome-focused structure such as:

  1. Executive Summary  
    • Key wins this period
    • Key risks and challenges
    • Recommended next steps
  2. Your Goals & Strategy  
    • Recap of the customer’s stated objectives
    • Any changes in their business (M&A, leadership, budget shifts)
  3. Value & Outcomes  
    • KPI trends
    • ROI or impact stories
    • Before/after comparisons where possible
  4. Adoption & Usage  
    • Feature adoption
    • Usage by segment/team
    • Gaps and opportunities
  5. Support & Experience  
    • Ticket trends
    • NPS/CSAT highlights
    • Themes from feedback
  6. Roadmap & Alignment  
    • Relevant roadmap items
    • How they map to the customer’s goals
  7. Joint Plan / Next 90 Days  
    • Clear action items, owners, and dates
    • Milestones for the next review

Why it matters:
This structure keeps the meeting focused on the customer’s business—not on an endless product tour. Gainsight and other CS thought leaders consistently recommend an “outcomes-first” format that leads with business results, not feature lists [3].

Where it goes wrong:

  • The deck is 40–60 slides of feature screenshots and charts
  • The story is missing: data with no narrative, or narrative with no data
  • It’s built from scratch every time, burning hours of CSM and AM bandwidth

Step 4: Internal Review and Alignment

What’s supposed to happen:

  • CS, Sales, and sometimes Product or Leadership review the QBR deck together
  • Align on:
    • Renewal / expansion posture
    • Risk areas to probe
    • Who will say what in the meeting

Why it matters:
Cross-functional alignment ahead of the call means you present a unified front. Research on strategic account management underscores the importance of coordinated communication across all vendor stakeholders [7].

Where it goes wrong:

  • Internal prep is rushed or skipped
  • Different people show up with different agendas
  • The customer experiences a fragmented, reactive conversation

Step 5: Run the Meeting

What’s supposed to happen:

  • Start with outcomes and their priorities, not your agenda
  • Spend more time on discussion than on presenting slides
  • Ask questions like:
    • “What’s changed in your business since we last met?”
    • “What would make this partnership a no-brainer for you next year?”
    • “Where are we falling short of expectations?”

Why it matters:
Harvard Business Review and other executive communication research shows that senior leaders want vendors to:  

  1. understand their business context, and
  2. co-create solutions, not just present information [6].

Where it goes wrong:

  • It’s a monologue; the vendor talks for 80–90% of the time
  • The “review” is mostly a product tour or roadmap dump
  • Action items are vague or never captured

Step 6: Follow-Up and Execution

What’s supposed to happen:

  • Share a succinct recap:
    • Decisions made
    • Action items, owners, and due dates
    • Updated success plan
  • Track progress and refer back to it in the next review

Why it matters:
Without follow-up, QBRs become “nice conversations” that don’t change outcomes. TSIA and Forrester both highlight the importance of codifying customer outcomes and success plans as part of a recurring cadence [2][8].

Where it goes wrong:

  • Notes live in someone’s notebook or a random doc
  • No shared source of truth for the success plan
  • The next QBR starts from scratch, again

How QBRs Are Evolving

Several trends are reshaping how leading teams approach QBRs:

1. From “Quarterly” to “Right Cadence”

Not every account needs a formal review every quarter. Many organizations now use:

  • Tiered cadences:  
    • Strategic: monthly / quarterly
    • Mid-market: 2–3x per year
    • Long-tail: automated or one-to-many reviews
  • Event-based reviews:  
    • Post-implementation
    • Pre-renewal
    • After major org or product changes

This aligns with best practices in scaled customer success, where engagement is driven by value moments and risk signals, not arbitrary calendar quarters [3][4].

2. From “Slide Deck” to “Shared Workspace”

Instead of a static PowerPoint, teams are moving toward:

  • Live dashboards (usage, outcomes, health)
  • Shared success plans (in CRM or CS platforms)
  • Collaborative docs with real-time notes and ownership

The review becomes a conversation anchored in live data, not a one-way presentation of stale screenshots.

3. From “CS-Only” to Cross-Functional

Sales, Product, and Leadership are increasingly:

  • Joining key business reviews
  • Using them to validate roadmap, gather voice-of-customer, and shape account strategy
  • Treating QBR artifacts as input into forecasting, product planning, and exec reporting

This shifts QBRs from a “CS ritual” to a company-wide motion for strategic accounts.

4. From Manual to AI-Accelerated

The most important evolution: how the QBR is created.

Instead of:

  • Manually pulling data from 6+ systems
  • Rebuilding decks from scratch
  • Hoping someone remembered that critical email or call

Organizations are now using AI and automation to:

  • Aggregate all customer interactions and signals
  • Summarize risks, opportunities, and sentiment
  • Auto-generate QBR-ready narratives and visuals

This is where tools like Sturdy.ai fundamentally change the game.

How Sturdy.ai Can Run QBRs for Any Account in Seconds

Traditional QBR prep can easily consume 5–10+ hours per account once you factor in:

  • Data gathering
  • Deck building
  • Internal alignment
  • Revisions

Multiply that across a CSM’s portfolio and it becomes obvious why QBRs either get skipped or watered down.

Sturdy.ai flips this on its head.

At a high level, Sturdy.ai:

  1. Ingests your real customer data  
    • Emails
    • Call transcripts
    • Support tickets
    • CRM notes
    • Product usage and other signals (where integrated)
  2. Understands what matters  
    • Themes and topics (requests, bugs, risk signals)
    • Sentiment and urgency
    • Stakeholder changes and escalation patterns
    • Outcome-related language (ROI, time savings, revenue impact, etc.)
  3. Auto-builds QBR-ready insights in seconds
    For any account, Sturdy.ai can surface:
    • What’s going well (wins, positive feedback, adoption signals)
    • What’s not (repeated complaints, unresolved issues, risk indicators)
    • Which outcomes you’ve actually helped drive
    • Concrete recommendations and action items for the next period
  4. Generates QBR artifacts instantly
    Instead of starting with a blank slide, you start with:
    • An executive summary tailored to that account
    • Key metrics and trends pulled from your systems
    • Highlighted quotes and examples from real interactions
    • A suggested agenda and next-steps section

What used to take hours or days of manual prep becomes a seconds-long operation:

“Run QBR for ACME Corp.”

…and you have a structured, account-specific review ready to refine and deliver.

Why This Matters for Modern CS, Sales, and Account Teams

When QBRs are no longer time-prohibitive:

  • You can run them for more accounts, not just the top 10%
  • You focus on quality of conversation, not on slide assembly
  • You capture real, holistic context, not just what’s in one system
  • You can standardize excellence, instead of relying on heroics from your best CSMs

Instead of asking, “Do we have time to do a QBR for this customer?”, the question becomes:

“Given we can generate a review in seconds, what’s the right cadence and format for this account?”

That’s the shift from QBRs-as-admin-work to QBRs-as-a-strategic-advantage.

Bringing It All Together

  • QBRs were created to align on outcomes, prove value, and co-create a plan—not to be product demos with extra steps.
  • Traditional QBRs are broken because they’re manual, generic, and often misaligned with what executives actually care about.
  • The fundamentals still matter: clear objectives, data-backed story, joint success plan, and strong follow-up.
  • QBRs are evolving toward flexible cadence, collaborative formats, cross-functional ownership, and heavy use of data and AI.
  • With Sturdy.ai, you can run QBRs for any account in seconds, pulling from the full reality of your customer interactions—not just the few metrics someone had time to find.

If you’re spending hours or days preparing for each QBR, you’re paying the “old tax” on a motion that no longer has to be that painful. The value of the QBR is in the conversation, not the manual labor behind the slides.

References

[1] Aaron Thompson, “QBRs are Stupid,” LinkedIn Pulse (discussion of common QBR pitfalls and how they fail to deliver real value).
[2] TSIA (Technology & Services Industry Association), research and best practices on outcome-based customer engagement and Customer Success motions.
[3] Gainsight, Customer Success thought leadership on Executive Business Reviews and outcome-focused customer engagement.
[4] Winning by Design and similar SaaS consulting frameworks on recurring value reviews and customer-centric cadences.
[5] McKinsey & Company, research on B2B customer value, account management, and executive engagement strategies.
[6] Harvard Business Review and Gartner, articles and research on effective executive conversations and strategic vendor relationships.
[7] Strategic account management literature and SAM programs that emphasize coordinated, cross-functional engagement with key customers.
[8] Forrester, research on customer lifecycle management and the importance of measurable, recurring value communication.

Customer Churn

The Most Dangerous Threat to CROs

Joel Passen
July 1, 2025
5 min read

The most dangerous threat to CROs doesn’t live in the opportunity pipeline.

It's churn.

  • It doesn’t scream like a missed quarterly pipeline goal.
  • It doesn’t show up in dashboards until it’s too late.
  • It's rarely caught by a generic 'health score'.
  • It's the board meeting killer.

Retaining and growing our customers is the only repeatable, compounding, capital-efficient growth lever left in B2B businesses.

📉 CAC is way up.

📉 Channels are saturated.

📉 Talent is expensive.

📉 Competition is fierce.

📉 Switching costs are low.

The path to $100M used to be “sell, sell, sell.”

Today? It’s “land, retain, expand.”

No matter how strong your sales motions are or how slick your product or service looks during the sales process, if your customers are churning, you’re stuck in a leaky bucket loop of doom.

Every net-new dollar you win is offset by dollars you lose. It's just math.

Yet most GTM orgs still operate like retention is someone else’s problem. "That's a CS thing."

  • The CS team might “own” the customer post-sale.
  • Account Management may own the renewal and growth number.
  • Support is in the foxhole on the front line.
  • RevOps might model churn with last quarter’s data.
  • Marketing might send an occasional newsletter via email.
  • Finance may be leaning in on the forecasting.
  • Product is building things that supposedly the customers want.

But in reality, churn is the CRO's problem. We wear it - or should.

If your go-to-market motion isn’t designed to protect and grow customers from Day 1, you’re not just leaving money on the table — you’re setting fire to it.

Retention and expansion aren’t back-end functions. They’re front-and-center revenue motions.

The most valuable work these days starts after the contract is signed — not before.

We need to stop treating post-live as a department and start treating it as the engine of durable growth.

Software

Have you heard this from your CEO?

Joel Passen
April 29, 2025
5 min read

"How are we using AI internally?"

The drumbeat is real. Boards are leaning in. Investors are leaning in. Yet, too many leaders hardly use it. Most CS teams? Still making excuses.

🤦🏼 "We’re not ready."Translation: We don't know where to start, so I'm waiting to run into someone who has done something with it.

🤦🏼 "We need cleaner data."Translation: We’re still hoping bad inputs from fractured processes will magically produce good outputs. Everyone's data is a sh*tshow. Trust me. 🤹🏼♂️ "We're playing with it."Translation: We have that one person messing with ChatGPT - experimenting.

😕 "Just don't have the resources right now."Translation: We're too overwhelmed manually building reports, wrangling renewals, and answering tickets forwarded by the support teams.

🫃🏼 "We've got too many tools."Translation: We’re overwhelmed by the tools we bought that created a bunch of silos and forced us into constant app-switching.

🤓 "Our IT team won't let us use AI."Translation: We’ve outsourced innovation to a risk-averse inbox.

It's time to put some cowboy under that hat 🤠 . No one’s asking you to rebuild the data warehouse or perform some sacred data ritual. You don’t need a PhD in AI.

You can start small.

Nearly every AI vendor has a way for you to try their wares without hiring a team of talking heads to perform unworldly 🧙🏼 acts of digital transformation.

Where to start.

✔️ Pick a use case that will give you a revenue boost or reveal something you didn't know about your customers.

✔️ Choose something that directs valuable work to the valuable people you've hired.

✔️ Pick something with outcomes that other teams can use.

Pro Tip: Your CEO doesn't care about chatbots, knowledgebase articles, or things that write emails to customers.

What do you have to lose? More customers? Your seat at the table?

Any Account. Any Question. Any Time.

Unlock Your Accounts