ic-cross-func-prep

name	ic-cross-func-prep
description	Prepares materials for internal cross-functional meetings including account reviews, pipeline reviews, escalation committees, and CS-product syncs. Compiles relevant account data tailored to each meeting's audience and purpose. Use when asked to prepare for an internal meeting, build an account review deck, compile data for a pipeline review, create materials for a CS-product sync, or when any internal meeting needs structured account data. Also triggers for questions about internal meeting preparation, cross-functional review materials, team sync documentation, or pipeline review content.
license	MIT
metadata	{"author":"Stephen Rogan","version":"1.0.0","pillar":"internal-coordination","category":"coordination-engine"}

Cross-Functional Prep

Prepares materials for internal meetings by compiling relevant account data tailored to the meeting type and audience. Part of the Internal Coordination pillar.

This is a data compilation and formatting skill. It assembles the right data for the right audience in the right format. The CSM or manager adds narrative, priorities, political awareness, and strategic framing.

When to Run

• Triggered: By calendar integration when a recurring internal meeting is approaching (24 hours before)
• On-demand: When a CSM or manager requests materials for a specific meeting
• Scheduled: Weekly for recurring meetings (manager 1:1s, pipeline reviews)

Core Execution Logic

Step 1: Identify Meeting Type and Audience

Determine from the calendar event or request:

Meeting Type	Primary Audience	Data Focus	Typical Cadence
Manager 1:1 / account review	CSM + their manager	Portfolio health, specific accounts to discuss, open items, CSM metrics	Weekly
Pipeline / renewal review	CS leadership + CRO	Renewal forecast, at-risk accounts, expansion pipeline, churn post-mortems	Weekly or bi-weekly
CS-product sync	CS leadership + Product management	Feature request themes, adoption blockers, product-correlated churn, release impact	Bi-weekly or monthly
Escalation committee	Cross-functional leadership	Active escalations, blocked items, resource requests	Weekly
Quarterly business review (internal)	CS leadership + executive team	NRR, churn analysis, expansion, segment trends, strategic priorities	Quarterly

Step 2: Pull Data by Meeting Type

Manager 1:1 / Account Review:

Data Element	Source	Purpose
Portfolio health distribution	bi-health-score	Overview of the CSM's book health
Top risk accounts (3-5)	bi-risk-detector	Accounts that need manager awareness
Expansion pipeline	bi-expansion-detector	Revenue opportunities in progress
Overdue items	lo-sla-monitor	Commitments at risk or breached
Touchpoint cadence compliance	lo-check-in-scheduler	Is the CSM maintaining expected cadence?
Milestone progress	lo-milestone-tracker	Are accounts on track against plans?
Action items from last 1:1	CRM or meeting notes	Follow-through on prior commitments
CSM-selected accounts	CSM input	Specific accounts the CSM wants to discuss (with bi-account-brief for each)

Pipeline / Renewal Review:

Data Element	Source	Purpose
Renewal forecast	cm-renewal-forecaster	NRR projection with confidence intervals
At-risk accounts	bi-risk-detector + lo-renewal-manager	Accounts with renewal risk, sorted by ARR and urgency
Intervention status	CSM input + CRM	What is being done about at-risk accounts
Expansion pipeline	bi-expansion-detector + CRM opportunities	Active expansion deals with stage and probability
Recent churn	CRM	Accounts lost this period with root cause summary
Churn post-mortems	churn-post-mortem records	Lessons from recent losses
Period-over-period trend	cm-renewal-forecaster	Is the forecast improving or deteriorating?

CS-Product Sync:

Data Element	Source	Purpose
Top feature request themes	pa-feedback-aggregator	What customers are asking for, weighted by breadth and ARR
Adoption blockers	pa-adoption-tracker	Features that are widely available but poorly adopted -- may indicate product issues
Product-correlated churn	pa-feedback-aggregator + churn data	Features whose absence was cited in churn post-mortems
Upcoming release impact	Product roadmap	Which customers will be affected by upcoming changes, positively or negatively
Open feature requests by status	ic-feature-request-tracker	What has been acknowledged, planned, or declined

Escalation Committee:

Data Element	Source	Purpose
Active escalations	ic-escalation-router	All open escalations with status, age, and owner
Stalled escalations	ic-escalation-router	Escalations with no progress beyond SLA
Blocked escalations	ic-escalation-router + CSM input	Escalations that need cross-functional decision to unblock
Resource requests	CSM input	Cases where the CSM needs engineering, product, or executive time
Resolution rate	ic-escalation-router	Trend data on how quickly escalations are being resolved

Step 3: Format for Audience

Formatting principles by audience:

Audience	Wants to See	Does Not Want to See
CSM manager	Specific accounts, CSM judgment, relationship context	Portfolio-level financials, board metrics
CRO/CFO	Revenue at risk, NRR trajectory, financial impact	Individual account details unless asked
Product team	Usage data, feature requests, adoption patterns	Revenue data, commercial context (unless relevant to prioritisation)
Cross-functional leadership	Escalation status, blockers, resource needs	Detailed account history, CSM-level metrics
Executive team	Portfolio trends, NRR, strategic outlook	Operational details, individual escalations

Step 4: Deliver 24 Hours Before

• Generate the materials package
• Deliver to the meeting organiser (or all attendees if configured)
• Include a one-line summary of what is new or changed since the last meeting of this type
• Flag any items that require a decision in the meeting (not just awareness)

Step 5: Post-Meeting Action Capture

After the meeting (if CSM provides notes):

• Extract action items from meeting notes
• Route to lo-sla-monitor for commitment tracking
• Update CRM records as needed
• Set reminders for follow-up items

Output Format

{
  "meeting_id": "mtg-2026-weekly-pipeline-w10",
  "meeting_type": "pipeline_review",
  "date": "2026-03-11T10:00:00Z",
  "prepared_for": "CS Leadership + CRO",
  "generated": "2026-03-10T10:00:00Z",
  "materials": {
    "renewal_forecast": {
      "source": "cm-renewal-forecaster",
      "headline": "NRR forecast 95.6% for next 90 days. Down 0.3% from last week",
      "detail_included": true
    },
    "at_risk_accounts": {
      "source": "bi-risk-detector + lo-renewal-manager",
      "count": 4,
      "total_arr_at_risk": 340000
       
        
           
           
           
           
           
           
        
      
    
     
       
       
       
       
    
     
       
       
    
  
   
    
  
   
    
    
  

Handoff to Human

Decision Point	Context Provided	What the Human Decides
Account selection	Top accounts by risk, expansion, or escalation	Which specific accounts to spend time on in the meeting -- not everything gets discussed
Narrative framing	Data summary with period-over-period changes	The story behind the numbers. "NRR is down 0.3%" needs human context: is this a trend or a blip?
Decision items	Flagged items requiring meeting decision	Whether to approve executive engagement, reallocate resources, change strategy
Political awareness	Data only -- no political context	What to raise vs. what to handle offline. Some topics are better addressed in a side conversation
Post-meeting actions	Extracted action items	Confirmation that the captured actions are accurate and appropriately assigned

Confidence and Limitations

• High confidence for data compilation -- pulling from defined sources with structured output is deterministic
• High confidence for meeting-type matching -- the rules for which data goes to which meeting are defined
• Medium confidence for "changed since last meeting" detection -- requires access to prior meeting's data state, which depends on data retention
• Low confidence for determining what matters most in each specific meeting. The data shows what has changed, but the meeting organiser knows what the audience cares about this week. A data change that is statistically significant may be operationally irrelevant, and vice versa
• Cannot prioritise which accounts to discuss -- that is the meeting organiser's judgment
• Cannot navigate internal dynamics -- knowing which topics to raise in a group setting vs. offline is pure human judgment
• Materials are prepared 24 hours before. Last-minute changes (account churning the day before a pipeline review) may not be captured. The CSM should add real-time context

Dependencies

Required:

• Calendar integration (meeting detection and timing)
• CRM API (account data, ownership)
• bi-account-brief (account context for any account discussed in detail)

Meeting-type specific:

• Pipeline review: cm-renewal-forecaster, bi-risk-detector, bi-expansion-detector
• CS-product sync: pa-feedback-aggregator, pa-adoption-tracker, ic-feature-request-tracker
• Escalation committee: ic-escalation-router
• Manager 1:1: lo-check-in-scheduler, lo-sla-monitor, lo-milestone-tracker, bi-health-score

Downstream consumers:

• lo-sla-monitor (post-meeting action items)
• CRM (meeting record and outcomes)

References

• references/meeting-prep-templates.md -- Detailed templates for each meeting type with formatting guidelines