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

Source & license

This open-source skill is cataloged on AgentStack and links to its original source — we do not rehost the code.

• Author: stephenrogan
• Source: stephenrogan/augmented-csm
• License: MIT

Install and usage instructions live in the source repository linked above.