Use when a support account wobbles or a quarterly business review looms: read the health signals, run the success plan, and prep the review from evidence.
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Group raw feedback into problems with counts, sources, segments, and verbatim examples.
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Use this for a batch of tickets, notes, survey answers, or reviews.
State the sources, the period, and the number of items from each. Remove exact duplicates and note how many. Tag each item with the account, segment, plan, and source. Mark items too vague to use rather than forcing them into a theme.
Group by the problem the user has, not the solution they asked for. For each problem note who has it, how often, what they do today, and what it costs them. One loud request is not a pattern, and silence is not satisfaction. Keep what users said apart from what you infer.
For each problem return:
| Problem | Items | Accounts | Segments | Sources | Example quote |
|---|
Quote users word for word, with the source and date. Mark each theme strong, moderate, or thin, and say why. List what the data cannot show, such as users who never write in.
Never invent a quote, a count, or a segment, and never drop feedback that disagrees to make a theme look stronger. Do not edit the tracker yourself.
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Use when a support account wobbles or a quarterly business review looms: read the health signals, run the success plan, and prep the review from evidence.
The English summary is being prepared. Showing the original description.
Reconcile accounts by comparing GL balances to subledgers, bank statements, or third-party data. Use when performing bank reconciliations, GL-to-subledger recs, intercompany reconciliations, or identifying and categorizing reconciling items.
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Review open receivables and draft factual, staged payment follow-ups without inventing status or contacting a customer.
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Write ad variants that each test one idea, within platform limits and supported claims.
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Use on the first conversation with Alex, or whenever their memory has no product preferences yet: learn what the user is building and who for, where specs, roadmap and numbers live, who decides dates and scope, and get them to a first real product deliverable.
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Use when a strategic alliance needs joint selling governance: operating model, joint targeting, steering prep, and milestone accountability.
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