Calderbrook Housing Group - Success Plan
Documentfinal Calderbrook Housing Group · success plan · final · 28 Nov 2024
Final success plan dated 28 Nov 2024 for Calderbrook's Growth subscription, which runs 2 Sep 2024 to 1 Sep 2025. It sets goals, phases and risks, and states contracted annual recurring revenue of £44k. It is not an order form and quotes no service-level figures.
What it says
What this says
As at Fri 9 Oct 2026Final success plan dated 28 Nov 2024 for Calderbrook's Growth subscription, which runs 2 Sep 2024 to 1 Sep 2025. It sets goals, phases and risks, and states contracted annual recurring revenue of £44k. It is not an order form and quotes no service-level figures.
What it is: a BG-Demo working plan prepared by Daniel Okafor for the business-intelligence team. It says the plan is to be reviewed "at each quarterly review" and refreshed after each one.
Commits: no contractual terms are created. The plan restates the Growth tier, 40 licensed users, and a contract end of 1 Sep 2025. It names Daniel for adoption and renewal conversation and Tom Ashdown for commercial terms.
Unusual: the main opportunity is that active users are "still well below the licensed users". Phase four sets out renewal work ahead of 1 Sep 2025.
Not settled: the plan gives no availability percentage, response time or refresh deadline, only references to standard Growth levels. It is dated 28 Nov 2024 and says nothing about the later renewal or the price change.
As found in this document
As at Fri 9 Oct 2026- Date end1 Sep 2025Source: the AI read of this record
- Date start2 Sep 2024Source: the AI read of this record
- Price£44,000Source: the AI read of this record
- Licensed usersthe Growth allowance of 40 licensed usersSource: the AI read of this record
- Contract termsubscription from 2 Sep 2024 to 1 Sep 2025Source: the AI read of this record
- Quarterly reviewsQuarterly reviews are part of the Growth tier, and Daniel will arrange them.Source: the AI read of this record
Body
Calderbrook Housing Group - Success Plan
Version: 1 (Final) Date: 28 Nov 2024 Prepared by: Daniel Okafor, Customer Success Manager, BG-Demo Account owner: Tom Ashdown, BG-Demo Customer: Calderbrook Housing Group, Leeds Tier: Growth Contract: subscription from 2 Sep 2024 to 1 Sep 2025
Purpose of this plan
This plan sets out what Calderbrook Housing Group wants B-Glass to do for it, how we will know it is working, and who is responsible for what between now and the end of the first term. It is a working document for the business-intelligence team and for BG-Demo, and we will review it together at each quarterly review.
Where we are today
Calderbrook is a housing association with homes across West Yorkshire. The business-intelligence team bought the brain so that it could bring tenant calls, repairs tickets, complaints and rent arrears into one board-ready picture, rather than rebuilding that picture by hand each reporting cycle.
The account is in a healthy position at the end of the first quarter after go-live:
Read the whole document (6,701 characters)
- Usage has grown strongly since the previous quarter, and more people are asking the brain questions each week.
- No support tickets are open, and none were raised as high priority in the last month.
- There are no overdue invoices.
- The contracted annual recurring revenue is £44k, and the subscription covers the Growth allowance of 40 licensed users.
The number of people actively using the brain is still well below the licensed users. That is the main opportunity in this plan: the licence is there, and the value comes from more of the organisation using it.
Goals
| Goal | Why it matters to Calderbrook | How we will know |
|---|---|---|
| One joined-up view of tenant experience | Board and committees see calls, repairs and complaints together | The board-ready picture is produced from the brain, not assembled manually |
| Rent arrears visible alongside tenant contact | Housing officers and finance see the same story | Arrears questions are asked regularly by more than one team |
| Wider use beyond the business-intelligence team | Value should not depend on one small group | More teams and more named people ask questions month on month |
| Customer-built dashboards | Shows the team investing in the brain themselves | Dashboards built with the Growth dashboards builder are used in regular meetings |
Stakeholders
| Role | Organisation | Responsibility in this plan |
|---|---|---|
| Business-intelligence lead | Calderbrook | Day-to-day owner of the brain; sets priorities for questions and dashboards |
| Executive sponsor on the Calderbrook side | Calderbrook | Sponsors board reporting use case; unblocks teams |
| Housing services and repairs managers | Calderbrook | Provide the questions they need answered; test the repairs and complaints views |
| Finance contact for rent arrears | Calderbrook | Confirms the arrears view reads correctly |
| Daniel Okafor | BG-Demo | Customer Success Manager: adoption, quarterly reviews, renewal conversation |
| Tom Ashdown | BG-Demo | Account owner: commercial terms and any change to the subscription |
Plan by phase
Phase one: embed (now to the end of the year)
- Confirm with the business-intelligence lead which questions the board actually asks each cycle, and write them down as the starting set.
- Check that tenant calls, repairs tickets, complaints and rent arrears are all loading as expected, and agree who at Calderbrook raises a ticket if a source stops updating.
- Invite the housing services and repairs managers to a short walkthrough of asking questions in chat and search.
- Daniel to close the loop with the business-intelligence lead after the walkthrough on what was useful and what was not.
Phase two: widen (early in the new year)
- Agree a short list of additional users from housing services, repairs, complaints handling and finance, so that the licensed users are put to work.
- Build the first board dashboard with the business-intelligence team using the dashboards builder.
- Identify one or two champions outside the business-intelligence team, so that questions are not asked by only one person.
- Hold the first quarterly review, looking at questions asked, who is asking them and which dashboards are in use.
Phase three: prove value (through the middle of the term)
- Pick one reporting cycle and compare the effort of the old manual process with the brain-based one, in the words of the people who did the work.
- Record two or three examples where the brain answered something that previously took a long time to reconcile.
- Review the connector list against what Calderbrook now wants to bring in, and agree whether the Growth allowance is enough.
- Share the value summary with the executive sponsor in a form that can go to the board.
Phase four: renew (ahead of the contract end)
- Daniel and Tom to meet the business-intelligence lead and the executive sponsor well before the renewal notice is due, to review value delivered against the goals above.
- Agree any change to users or connectors for the next term.
- Confirm renewal terms in good time before the contract end on 1 Sep 2025.
Risks and how we will manage them
| Risk | What we will do |
|---|---|
| Value rests on one small team | Bring in named champions in other departments during phase two |
| A source system changes and a connector stops loading | Watch records indexed for flat periods; the business-intelligence lead tells Daniel of any planned system change |
| Key contact moves on | Keep the executive sponsor informed and hold a second named admin |
| Usage stays below the licence | Review at each quarterly review; right-size the next term if it does |
Service and support
Calderbrook is on the Growth service levels: the standard Growth availability commitment, the Growth first-response time for priority tickets, and the nightly refresh every business day. Quarterly reviews are part of the Growth tier, and Daniel will arrange them.
Review rhythm
- Informal check-in between Daniel and the business-intelligence lead as needed, with a short note after each.
- Quarterly review with the wider group, covering usage, value, issues and the plan ahead.
- This plan to be refreshed after each quarterly review, with any changes agreed by both sides.
Next steps
- Daniel to send the walkthrough invitation to the housing services and repairs managers.
- The business-intelligence lead to share the board question list.
- Daniel to come back with a date for the first quarterly review once those are in place.
Best wishes, Daniel Okafor Customer Success Manager, BG-Demo