Use a small shared scorecard

Review qualified demand, completed sales, activation, service issues and the commitments made at the previous meeting. Keep definitions consistent across both organisations. A review dominated by total contacts or impressions may miss whether the partnership creates customers who receive value.

Discuss causes before targets

Identify which outcomes changed and why. Separate acquisition constraints from product readiness, onboarding friction and support capacity. Both parties should be able to acknowledge their own contribution to a problem; otherwise the review becomes a negotiation over blame rather than operating improvement.

Close with owned actions

Select a small number of changes, each with an owner, date and intended outcome. Revisit those actions at the next meeting before introducing new ambitions. A good review creates a visible chain from evidence to action to subsequent results. Invite the operational owner when the review concerns delivery or support. Commercial representatives alone may agree attractive targets without understanding the practical constraints, leaving the people responsible for execution to discover commitments after the meeting. Include customer feedback in the review so a strong sales result does not conceal recurring confusion or unresolved service complaints.

Imagine this

Illustrative operating example

A hypothetical partner exceeds enquiry targets but activates only half of paid customers. The next action might be a joint onboarding clinic and revised instructions, rather than increasing the media budget or celebrating lead volume alone.

Make it practical.

Use this checklist as you read. Checks are not stored.

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