Calderbrook Housing Group - QBR
Documentfinal Calderbrook Housing Group · QBR deck · final · 23 Jan 2025
Final quarterly business review deck dated 23 Jan 2025 from Daniel Okafor. It reports Growth tier at £44k contracted annual recurring revenue, about seven daily active users against 40 licensed, no tickets, and a term ending 1 Sep 2025.
What it says
What this says
As at Fri 9 Oct 2026Final quarterly business review deck dated 23 Jan 2025 from Daniel Okafor. It reports Growth tier at £44k contracted annual recurring revenue, about seven daily active users against 40 licensed, no tickets, and a term ending 1 Sep 2025.
What it is: a customer-facing QBR deck prepared by Daniel Okafor, Customer Success Manager, with Tom Ashdown as account owner. It is not a contract and sets no service terms.
Claims: "Contracted annual recurring revenue" is shown as £44k, with 40 licensed users and a term ending Monday 1 September 2025. Usage is described as "up strongly on the previous quarter", with no tickets and no overdue invoices.
Risks named: usage "is concentrated in a small group", and the team wants the value to be "easy to explain to colleagues who control budgets, ahead of the term end".
Not settled: the deck gives no user counts by month, no questions asked and no renewal price. It is a January 2025 snapshot, so it does not show the current position or whether the planned actions happened. Tom Ashdown's current status is not shown here.
As found in this document
As at Fri 9 Oct 2026- Date end1 Sep 2025Source: the AI read of this record
Body
Calderbrook Housing Group - QBR
Quarterly business review, Growth tier
Prepared by Daniel Okafor, Customer Success Manager, BG-Demo Account owner: Tom Ashdown Date: Thursday 23 January 2025 Status: Final
Where we are
Calderbrook Housing Group has been a BG-Demo customer since Monday 2 September 2024. B-Glass was bought so that the business-intelligence team could bring tenant calls, repairs tickets, complaints and rent arrears into one board-ready picture, rather than reconciling them by hand each month.
| Item | Position |
|---|---|
| Tier | Growth |
| Contracted annual recurring revenue | £44k |
| Licensed users | 40 |
| Customer since | Monday 2 September 2024 |
| Current term ends | Monday 1 September 2025 |
| Customer Success Manager | Daniel Okafor |
| Account owner | Tom Ashdown |
Usage: the headline
Active use is moving in the right direction.
Read the whole document (5,074 characters)
- On average, around seven people were active each day over the last thirty days.
- That is up strongly on the previous quarter, which is the trajectory we hoped to see once the first reports were in front of the team.
- Against forty licensed users, there is plenty of room for more teams to join. Most of the licence is still unused.
As ever, the level matters less than the direction. A small, engaged group that grows every quarter is a healthier sign than a large group that was switched on at launch and then drifted.
Value: what the team is getting
The reason Calderbrook bought the brain was to give leadership a joined-up view across the services that touch tenants. What the team tells us it values:
- One place to ask questions across calls, repairs, complaints and arrears, instead of four separate extracts.
- Board-ready answers produced from the same underlying data every time, so the numbers agree from one meeting to the next.
- Less time spent preparing the monthly picture and more time spent discussing what it means.
The dashboards builder, which comes with the Growth tier, is the natural next step for turning the regular questions into views the wider organisation can open without needing to ask.
Service and support
| Measure | Last thirty days |
|---|---|
| Support tickets raised | None |
| High-priority tickets | None |
| Overdue invoices | None |
No tickets in the period, and nothing outstanding on the billing side. Just to close the loop: a quiet ticket queue sits alongside rising usage here, so we read it as a team that is finding the product straightforward rather than one that has gone silent. We will keep an eye on it each quarter to make sure that stays true.
What is working well
- Steady growth in the number of people using the brain each day.
- A clear business case from the business-intelligence team, with a named purpose that the board recognises.
- A clean operational record: no service issues raised and invoices paid on time.
Risks and things to watch
- Breadth of use. Usage is concentrated in a small group. If that group's priorities change, the value could narrow quickly, so widening the circle of people asking questions is the best protection.
- Sources staying fresh. The brain is only as good as the systems feeding it. If Calderbrook changes any of its source systems, we would like to hear about it early so connectors keep loading.
- Making the value visible. The team knows what the brain does for them. We want that to be easy to explain to colleagues who control budgets, ahead of the term end.
Plan for the next quarter
| Action | Owner | Note |
|---|---|---|
| Invite the next teams that depend on the same data, such as complaints handling and repairs, to a short walkthrough | Daniel Okafor with the business-intelligence team | Aim is to move more of the licence into regular use |
| Build the first shared dashboards for the recurring board questions | Calderbrook business-intelligence team, supported by Daniel Okafor | Uses the Growth dashboards builder |
| Agree a simple way of recording hours saved and questions answered | Daniel Okafor | So the value case is written down before renewal |
| Check that all connected sources are loading as expected | Daniel Okafor | Will confirm in writing |
I will come back to you with proposed timings once the team has had a chance to look at the plan.
Looking ahead to renewal
The current term runs to Monday 1 September 2025. As Customer Success Manager I will open the renewal conversation well ahead of the ninety-day notice point, and Tom Ashdown will be involved on the commercial side. The aim is for there to be no surprises: by then we should be able to show a full picture of use, the dashboards in place and the value the team has seen.
Questions for the team
- Which other teams are asking the same questions and would benefit from access?
- Is there a report the board asks for each month that still takes manual effort?
- How is the team finding it day to day, and what would make it easier?
Thank you for your time and for the openness of the business-intelligence team.
Best wishes, Daniel