Cc report generator

Report Generator

Produces recurring and ad-hoc reports by aggregating data from all pillar skills into formatted, audience-appropriate documents. Part of the Communication & Content Production pillar.

This is a data aggregation and formatting skill. It pulls from across the skill suite and structures for specific audiences. The data speaks; humans add narrative, strategic context, and forward-looking commentary.

When to Run

• Scheduled: Weekly CSM reports (Monday morning), monthly manager reports (first business day), quarterly leadership reports (within 5 business days of quarter close)
• On-demand: When a specific report is requested for a non-recurring purpose
• Triggered: When a significant event occurs that warrants an out-of-cycle report (e.g., major churn event, portfolio-level health shift)

Core Execution Logic

Step 1: Determine Report Type and Audience

Report	Audience	Cadence	Focus	Length
CSM Weekly	Individual CSM	Weekly	Their portfolio: health, priorities, risk, expansion, overdue items	1 page
Manager Monthly	Team lead	Monthly	Team performance: aggregate health, renewal pipeline, process metrics, per-CSM breakdown	2-3 pages
Leadership Quarterly	VP CS, CRO, CFO	Quarterly	NRR, churn analysis, expansion, segment trends, strategic outlook	3-5 pages
Board Summary	Board / investors	Quarterly	Financial retention metrics, strategic narrative (human-written), forward outlook	1 page
Ad-hoc	Varies	As needed	Specific topic deep-dive: segment analysis, churn cohort, expansion pipeline	Varies

Step 2: Pull and Aggregate Data by Report Type

CSM Weekly Report data sources:

Data Element	Source	Metric
Portfolio health	bi-health-score	Distribution by band, week-over-week changes, top movers
This week's priorities	lo-check-in-scheduler + lo-sla-monitor	Upcoming touchpoints, overdue commitments, due items
Risk queue	bi-risk-detector	Prioritised risk accounts with top risk driver
Expansion signals	bi-expansion-detector	Active signals with estimated value
Renewal pipeline	lo-renewal-manager	Renewals in next 90 days by classification
Engagement compliance	ra-engagement-tracker	Touchpoints completed vs. expected, gap accounts
Action items	lo-sla-monitor	Commitments due this week, overdue items

Manager Monthly Report data sources:

Data Element	Source	Metric
Team portfolio health	bi-health-score (aggregated)	Health distribution across the team, per-CSM breakdown
Renewal forecast	cm-renewal-forecaster	NRR projection, confidence interval, period-over-period trend
Churn and expansion	CRM + bi-expansion-detector	ARR lost, ARR expanded, net change, trailing 30 days
Process metrics	lo-check-in-scheduler + lo-sla-monitor	Touchpoint cadence compliance, QBR completion rate, SLA adherence
Escalation summary	ic-escalation-router	Active escalations, resolution time, stall rate
Capacity	CRM + bi-health-score	Accounts per CSM, health distribution per CSM, workload indicators
Engagement health	ra-engagement-tracker	Team-level engagement metrics, gap accounts per CSM

Leadership Quarterly Report data sources:

Data Element	Source	Metric
NRR	cm-renewal-forecaster + CRM	Trailing 12 months, current quarter, by segment
Churn analysis	CRM + churn post-mortems	Churn rate, root cause distribution, preventable vs. non-preventable
Expansion	CRM + bi-expansion-detector	Expansion revenue, pipeline, conversion rate
Health trajectory	bi-health-score	Portfolio-wide health trend, segment-level trends
Segment analysis	bi-segment-trends	Outlier segments, emerging patterns
Process maturity	All operational skills	Automation rate, process execution rate, human override patterns
Strategic recommendations	CSM leadership input (human-written)	Forward-looking priorities and resource needs

Step 3: Compute Period-Over-Period Changes

Every report includes trend context, not just current state:

Report Level	Comparison Period	Key Trend Metrics
CSM Weekly	This week vs. last week	Health movers, new risks, new expansion signals, compliance change
Manager Monthly	This month vs. last month	NRR trend, churn trend, process compliance trend, team capacity
Leadership Quarterly	This quarter vs. last quarter, and vs. same quarter last year	NRR trajectory, churn rate direction, expansion growth rate

Flag significant changes: any metric that moved >10% period-over-period gets highlighted with a direction indicator and the primary driver.

Step 4: Format for Audience

Formatting principles:

Audience	Wants	Does Not Want
Individual CSM	Specific accounts, actionable priorities, what is due this week	Portfolio-level financials, strategic commentary
Team manager	Per-CSM performance, team trends, resource needs, coaching opportunities	Individual account details (unless discussing a specific escalation)
VP CS / CRO	Revenue metrics, pipeline health, strategic risks, resource decisions	Operational details, individual CSM performance
CFO	NRR, cost of retention, CS as a P&L line item	Process metrics, engagement data, account-level detail
Board	One-page summary: NRR, retention rate, strategic outlook	Anything that requires CS domain knowledge to interpret

Step 5: Generate Report

{
  "report_id": "rpt-2026-weekly-jane-doe-w11",
  "report_type": "csm_weekly",
  "audience": "Jane Doe (CSM)",
  "period": "Week of 2026-03-10",
  "generated": "2026-03-10T07:00:00Z",
  "portfolio_summary": {
    "total_accounts": 42,
    "health_distribution": { "strong": 12, "healthy": 22, "at_risk": 6, "critical": 2 },
    "vs_last_week": { "strong": "+1", "healthy": "0", "at_risk": "-1", "critical": "0" },
    "avg_health_score": 72,
    "avg_health_trend": "stable"
  },
  "this_week_priorities": {
    "touchpoints_due": 8,
    "overdue_items": 2,
    "commitments_due": 5,
    "qbrs_this_week": 1,
    "renewals_next_30_days": 2
  },
  "risk_queue": [
    {
      "account": "Acme Corp",
      "arr": 85000,
      "health": 58,
      "top_risk": "Champion departed, usage declining",
      "renewal_days": 67,
      "recommended_action": "Engage replacement stakeholder this week"
    }
  ],
  "expansion_signals": [
    {
      "account": "Delta Corp",
      "signal": "Licence utilisation 93% for 30 days",
      "estimated_value": 15000,
      "status": "CSM to assess timing"
    }
  ],
  "engagement_compliance": {
    "touchpoints_expected_last_week": 10,
    "touchpoints_completed": 9,
    "compliance_rate": 0.90,
    "gap_accounts": ["Beta Inc -- 28 days since last touch"]
  },
  "period_highlights": [
    "Acme Corp moved from Watch to At Risk (champion departure)",
    "Gamma Corp completed onboarding ahead of schedule",
    "Delta Corp expansion signal surfaced (licence utilisation ceiling)"
  ]
}

Handoff to Human

Decision Point	Context Provided	What the Human Decides
CSM Weekly review	Portfolio data, priorities, risk queue	How to allocate time this week. The report ranks; the CSM decides
Manager Monthly narrative	Team data, trends, per-CSM breakdown	The story behind the numbers. "NRR down 0.3%" needs human context: is this a trend or a blip? What should leadership know?
Leadership Quarterly strategy	Full portfolio data, segment trends, churn analysis	Strategic recommendations, resource requests, forward-looking priorities. The data is the evidence; leadership provides the strategy
Board Summary framing	Financial metrics, trend data	How to position the quarter. What to highlight, what to contextualise, what narrative to provide

Confidence and Limitations

• High confidence for data aggregation and formatting -- pulling and computing from defined sources is deterministic
• High confidence for period-over-period comparisons -- mathematical computation with defined comparison windows
• Medium confidence for report emphasis -- the skill highlights statistically significant changes, but the human may want different emphasis based on strategic priorities or audience expectations
• Low confidence for narrative context. The numbers do not explain themselves. "NRR declined 0.3%" is a fact; "NRR declined because of two unexpected churns in the enterprise segment, both triggered by competitive displacement" is insight. The human provides insight
• Report quality depends entirely on upstream data quality. If cc-crm-updater is not running, if bi-health-score has stale data, or if activity logging is incomplete, the report reflects those gaps. Garbage in, garbage out
• Cannot generate strategic recommendations or forward-looking commentary -- that is the most valuable section of any leadership report, and it requires human judgment
• Cannot assess whether a metric matters to a specific audience at a specific time. Standard report templates include the default metrics, but the CSM or manager may need to adjust emphasis based on what leadership is focused on this quarter

Dependencies

Required:

• All Book Intelligence skills (primary data sources for health, risk, usage, expansion)
• CRM API (account data, contract data, activity data)

Strongly recommended:

• All Lifecycle Orchestration skills (operational metrics for process compliance reporting)
• cm-renewal-forecaster (renewal and NRR projection for pipeline reports)
• ic-escalation-router (escalation metrics for operational reporting)
• ra-engagement-tracker (engagement metrics for CSM and team reports)
• bi-segment-trends (segment analysis for leadership reporting)

Downstream consumers:

• Individual CSMs (weekly portfolio management)
• CS managers (monthly team performance and coaching)
• CS leadership (quarterly strategic planning and resource allocation)
• CRO / CFO (quarterly revenue planning and retention strategy)
• Board reporting (quarterly NRR and strategic metrics)

References

• references/report-templates.md -- Detailed templates for each report type with section definitions and formatting guidelines