QBR Hub

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.

At Clientshare, we speak with hundreds of enterprise service providers across facilities management, logistics, and business process outsourcing. Their frustrations are consistent: poor attendance at reviews, misaligned expectations, and too much time spent preparing decks that no one reads. The issue isn’t the intent behind QBRs, it’s the way they’re run.

This one pager summarises:

• Why only 14% of suppliers say their clients are highly engaged in QBRs

• How manual, disconnected processes are making things worse

• And why QBRs are falling short on proving value and performance.

If you’re responsible for running QBRs, or frustrated by how little they seem to achieve, this is for you.