Quarterly Business Reviews (QBRs) are often seen as routine check-ins — a way to show face, share a few metrics, and make sure the client’s happy. But when done right, QBRs are one of the most effective and natural ways to uncover new opportunities, expand your services, and deepen client loyalty. The key is approaching the conversation with the right mindset: you’re not selling, you’re solving.
This guide walks you through how to use QBRs to introduce upsell opportunities in a way that feels helpful, not pushy. When you focus on the client’s business goals, risks, and future needs, the conversation shifts from “sales pitch” to “strategic partnership.”
Start with Outcomes, Not Reports
Many MSPs walk into a QBR armed with charts, ticket stats, and uptime percentages. Those metrics matter, but they shouldn’t lead the meeting. Instead, start with a short, plain-language recap of what you’ve helped the client accomplish since the last review. Did you reduce downtime? Complete a project that improved efficiency? Help them meet a compliance goal?
Brian Weiss
When clients see how your work ties directly to their business performance, they’re more likely to view you as an advisor, not just an IT provider. From there, you can naturally pivot into what comes next and where there may be gaps in protection, performance, or growth.
In a previous ChannelPro article, ITECH CEO Brian Weiss said, “The old QBR — where you’re focused on showing tickets you’ve completed or viruses you have blocked — is out the door. They can see those reports on our client portal. Instead, we try to get clients to tell us about the current state of their business, what they expect their future to be, and what type of business outcomes they are looking to accomplish by getting there.”
Use Risk as a Bridge to New Services
One of the most effective (and respectful) ways to introduce upsell opportunities is by connecting them to real risks. For example, if a client is still operating without MFA or hasn’t implemented a proper backup solution, the QBR is the time to revisit why that’s a concern, not just for you, but for their business continuity and insurance eligibility.
You’re not scaring them. You’re showing them the truth. You might say, “Right now, we’re still seeing accounts logging in without MFA. That’s become a red flag for cyber insurers and could leave your systems vulnerable. We recommend addressing this before it becomes a real issue.”
Framing it this way shows that the upsell isn’t about you making more money, it’s about helping them avoid problems.
Talk About What’s Changed Since the Last QBR
QBRs aren’t just a look back; they’re a chance to look forward. Has the client grown? Opened a new location? Hired more staff? Launched a new product or service?
These business changes often come with new IT needs. A growing team might require identity and access management. A second office might need better connectivity or upgraded security protocols. By tying your recommendations to their evolving needs, you make the upsell feel logical, timely, and client-driven.
Introduce New Services as Enhancements, Not Fixes
The word “upsell” often conjures up the idea of convincing someone to buy something extra they don’t need. But in the context of a QBR, you’re really just showing the client how to level up their protection or performance based on where they are now.
If you’ve added a new service to your stack, like endpoint detection and response (EDR), password management, or user awareness training — explain it in terms of the additional value it provides, not the flaws it addresses.
For example: “Since last quarter, we’ve rolled out a user training platform that helps reduce phishing risks. It’s been effective for several other clients, and I think it could be a smart addition for your team too.”
The tone is helpful. Not salesy. You’re offering an upgrade — not pointing out what they’re doing wrong.
Make It Visual and Business-focused
Clients don’t want to see a wall of text or a spreadsheet of tickets. They want to understand quickly how things are going and where the risks and opportunities lie.
Consider using a simple slide deck with visuals: a bar chart showing reduction in downtime, a snapshot of compliance progress, or a one-pager that outlines your recommendations. Make the business benefit of each proposed change easy to grasp at a glance.
And remember, don’t just list services. Link them to outcomes: more uptime, fewer security incidents, better compliance, lower risk.
Know When to Save the Pitch
Not every QBR needs to include an upsell. Sometimes the right move is simply to reinforce your value, show that the client is in a good place, and let them know you’re watching the horizon for them. This earns trust, and trust is the foundation of every future opportunity.
If the client isn’t ready or the timing isn’t right, take notes and revisit the opportunity next quarter. Consistency matters more than closing a deal on the spot.
Scott Beck
Close with a Plan, Not a Proposal
Every QBR should end with action steps, and that includes any upsell recommendations. If a client is interested in a new service, set a follow-up meeting to go deeper. If they’re not ready, schedule a time to revisit it next quarter. The goal is to keep the conversation open and connected to their evolving business needs.
And if there’s nothing to upsell this time? No problem. Deliver value, show progress, and strengthen the relationship. That alone will open doors down the line.
From another ChannelPro article, BeckTeck CEO Scott Beck said, “If you can get them to think of you as part of their planning team, they will be much more conversational. Once it’s conversational, it’s much easier to get the information necessary to proactively plan and budget for what they need.”
When QBRs are done well, upselling doesn’t feel like selling; it feels like guiding. The key is to focus on the client’s business first, use language that reflects their goals and risks, and frame your recommendations as smart next steps. When clients see you as a strategic partner instead of a service provider, growth happens naturally — and retention becomes a given.
Featured image: iStock
