Five decisions for every weekly review
- Where revenue is heading against target.
- What changed and what is shaping the outcome.
- Which WIN, KEEP or GROW moves matter most now.
- Who owns each next action, and by when.
- Whether last week's intervention changed the result.
The template is intentionally usable without Chenora or new software. If assembling the context takes longer than making decisions, that friction is useful evidence about the operating gap.
Who should use this template?
| Role | What they contribute |
|---|---|
| CRO / Head of Commercial | Owns the overall call, priorities and trade-offs. |
| RevOps / Commercial Operations | Maintains consistent definitions, evidence and movement across systems. |
| Sales leadership | Explains pipeline, conversion, deal movement and new-revenue execution. |
| Account Management / Customer Success | Explains retention, renewal, customer activity and expansion movement. |
| Finance | Confirms actual revenue, billing, collections and financial outcomes. |
| CEO | Joins when strategic decisions or major exposure require executive action. |
Before the meeting: 10 minutes of preparation
- Bring target, expected progress, actual performance and forecast into one view.
- Highlight material changes since the last review, not every movement.
- Carry forward committed actions and record whether they happened.
- Mark missing or conflicting information as unknown.
- Use the same definitions each week.
The first view: weekly revenue position
| Field | What to enter | This week |
|---|---|---|
| Review period | Week ending and revenue period being managed. | [Enter date / period] |
| Target / plan | What the period is meant to deliver. | [Enter value] |
| Expected by today | Where performance should be at this point. | [Enter value] |
| Actual to date | What has been realised so far. | [Enter value] |
| Current forecast | Where the period is expected to land. | [Enter value] |
| Projected gap | Forecast minus target. | [Enter +/- value] |
| Movement vs last week | How the outlook changed. | [Enter +/- value] |
| Confidence | Strength of evidence behind the call. | [High / Medium / Low] |
The 40-minute weekly revenue review agenda
| Time | Question | Output |
|---|---|---|
| 5 min | Where are we heading? | One agreed revenue call, gap and confidence. |
| 10 min | What changed and why? | Traceable drivers across WIN, KEEP and GROW. |
| 8 min | What matters most now? | Three priorities ranked by value, evidence and time. |
| 10 min | Who owns the next move? | An owner, action, deadline and support. |
| 5 min | Did last week's move work? | Outcome, learning and keep/change/stop decision. |
| 2 min | What leaves the room? | Read-back of the call, actions and decisions. |
Drivers: what changed, and why?
A driver should be traceable to an account, opportunity, segment, product, payment, customer behaviour or execution event. "Pipeline is soft" is not a driver. "Five late-stage enterprise deals moved out of the month" is.
| Motion | Driver | Evidence | Revenue exposure / upside |
|---|---|---|---|
| WIN | [What changed?] | [Traceable evidence] | [Value; not assumed loss] |
| KEEP | [What changed?] | [Traceable evidence] | [Revenue at risk] |
| GROW | [What changed?] | [Traceable evidence] | [Credible upside] |
Priority: what matters most right now?
Rank each item by value, evidence, time to act and controllability. Three owned priorities usually create more value than fifteen unranked alerts.
| Rank | WIN / KEEP / GROW item | Why now? | Decision |
|---|---|---|---|
| 1 | [Highest-priority item] | [Value + evidence + time + control] | [Act / investigate / monitor] |
| 2 | [Second item] | [Value + evidence + time + control] | [Act / investigate / monitor] |
| 3 | [Third item] | [Value + evidence + time + control] | [Act / investigate / monitor] |
Ownership and action
Every priority leaves the room with one accountable owner, one specific next action and one deadline.
| Priority | Owner | Next action | Deadline | Support / approval |
|---|---|---|---|---|
| [Item 1] | [Name] | [Specific action] | [Date/time] | [Decision or support] |
| [Item 2] | [Name] | [Specific action] | [Date/time] | [Decision or support] |
| [Item 3] | [Name] | [Specific action] | [Date/time] | [Decision or support] |
Learning: did last week's move work?
| Prior action | Expected outcome | What happened | Evidence | Decision |
|---|---|---|---|---|
| [Action] | [Expected change] | [Observed result] | [Metric / event] | [Keep / test / change / stop] |
One positive result is a signal, not a playbook. Repeat what appears to work, measure it again and standardise it only when the evidence holds.
You can run this manually
Start with the systems and documents you already use. Chenora becomes relevant when the recurring problem is connecting context, interpreting movement, prioritising impact, directing owned action and measuring what worked.
Frequently asked questions
How long should the review take?
For most teams, 35-45 minutes is enough when inputs are prepared in advance.
Which metrics belong in the meeting?
Start with target, expected progress, actual, forecast, gap and movement. Add only signals needed to explain change and choose action.
What if our data is not clean enough?
Run the review, but mark missing or conflicting information explicitly and assign investigation to an owner.
Does this replace a monthly review or QBR?
No. Weekly reviews manage movement while the outcome can still change; monthly reviews and QBRs examine longer-term performance.
Do we need Chenora?
No. Use it manually first. Chenora helps when continuously rebuilding the context becomes the constraint.