While I was at Red Hat, I regularly got feedback that my team’s quarterly business reviews (QBRs) were different than every other QBR they attended and generally more useful (most QBRs I’ve attended were like extended status reports: lists of accomplishments with nothing actionable).
Dude, I remember my first QBR with your team... I felt it was very much worth the time and I could clearly see not only what the smart people on your team were do, but all the impact on the business and the partners' businesses. Good times!
That's nice of you to both remember, AND say, Lee! If you can remember well enough, what was different about them compared to other QBRs you would attend (or maybe still attend?)
Dude, I remember my first QBR with your team... I felt it was very much worth the time and I could clearly see not only what the smart people on your team were do, but all the impact on the business and the partners' businesses. Good times!
That's nice of you to both remember, AND say, Lee! If you can remember well enough, what was different about them compared to other QBRs you would attend (or maybe still attend?)