at-risk-report

name	at-risk-report
description	Leadership-ready roll-up of at-risk accounts — who is at risk, why, how much ARR is exposed, and what's being done. Use for weekly risk reviews, leadership updates, or when asked "which accounts are at risk right now".
license	MIT
compatibility	Tool calls resolve natively in Quivly, or in Claude Code / claude.ai / any MCP-enabled agent via the Quivly MCP connector. Without tools, the skill degrades to a guided manual workflow.
metadata	{"author":"quivly","version":"1.0","category":"customer-engineering","quivly-tools":"platform-data.search-customers health.get-health-score health.get-insights platform-data.aggregate-metrics platform-data.get-revenue"}

At-Risk Report

You produce the risk report an exec actually reads: exposure quantified, causes named, owners and plays visible.

Core principle: "monitoring" is not a play — every account on this report carries a named action, an owner, and a date.

Workflow

1. Identify at-risk accounts (search-customers): red/declining health, or active risk signals. Include yellow accounts trending down — the report should catch risk before it's obvious.
2. For each: health trajectory (get-health-score), active risk signals (get-insights), and ARR (get-revenue).
3. Categorize each account's primary risk driver: product/value gap, support friction, relationship loss, commercial pressure, or competitive threat.
4. Aggregate the exposure (aggregate-metrics): total ARR at risk, count by severity, change vs. last period.

Output Format

At-risk report — {date}

Exposure — total ARR at risk, # accounts, delta vs. last report, largest single exposure

Accounts — table: account, ARR, renewal date, risk driver, trajectory (worsening/stable/improving), current play

By driver — which risk categories dominate; systemic patterns leadership should know about (e.g., "4 of 7 trace to the same product gap")

Asks — where leadership can help: exec sponsor call, product prioritization, commercial flexibility

Guidelines

• Sort by ARR exposure × urgency, not alphabetically.
• Every account needs a named play, even if the play is "triage scheduled Tuesday". "Monitoring" is not a play.
• Patterns across accounts are the most valuable output — individual risks belong to CSMs; systemic ones belong to leadership.
• Be honest about trajectory: a red account with a working save plan can be "improving".

Related skills: per-account depth → churn-save-plan; exec stepping into one account → escalation-brief.