Calderbrook Housing Group - QBR
Documentfinal Calderbrook Housing Group · QBR deck · final · 27 Apr 2025
Final Growth-tier QBR prepared by Daniel Okafor. It states contracted annual recurring revenue of £44k, a term ending 1 Sep 2025, and fewer than a quarter of 40 licensed users active. Payments are on time; value is not yet measured.
What it says
What this says
As at Fri 9 Oct 2026Final Growth-tier QBR prepared by Daniel Okafor. It states contracted annual recurring revenue of £44k, a term ending 1 Sep 2025, and fewer than a quarter of 40 licensed users active. Payments are on time; value is not yet measured.
What it is: a customer-facing QBR deck by Daniel Okafor, dated 27 Apr 2025 and marked Final. It reviews usage, value, support and the commercial position ahead of the term end.
Commits: it restates "The contracted annual recurring revenue is £44k, as set out in the executed order form" and "The current term runs to 1 Sep 2025". It does not create new service terms.
Unusual: usage is weak, with "Fewer than a quarter of licensed users" active and a flat trend. The deck itself flags key-person risk and that value is not yet measured.
Not settled: it gives no question counts, no hours-saved figure, no ticket outcome and no renewal price or decision. It sets Tom Ashdown to review commercial terms before 1 Sep 2025.
As found in this document
As at Fri 9 Oct 2026- Date end1 Sep 2025Source: the AI read of this record
- Date renewal1 Sep 2025Source: the AI read of this record
- Price£44,000Source: the AI read of this record
- Contracted annual recurring revenue£44,000Source: the AI read of this record
- Current term end1 Sep 2025Source: the AI read of this record
- Licensed users40Source: the AI read of this record
- Service credits on Growth tierService credits on this tier cover availability only.Source: the AI read of this record
Body
Calderbrook Housing Group - QBR
Prepared by: Daniel Okafor, Customer Success Manager, BG-Demo Account owner: Tom Ashdown Review date: 27 Apr 2025 Status: Final
Agenda
- Where we are in the contract
- Usage and adoption
- Value delivered so far
- Support and service
- Commercial position
- Plan for the coming months
Thank you to everyone at Calderbrook Housing Group who has given time to the business-intelligence team's work with the brain over the past year. This pack is meant to close the loop on how things are going and to agree what we do next together.
Contract and account snapshot
| Item | Position |
|---|---|
| Customer | Calderbrook Housing Group, Leeds |
| Sector | Housing association |
| Tier | Growth |
| Customer since | 2 Sep 2024 |
| Current term ends | 1 Sep 2025 |
| Annual recurring revenue (contracted) | £44k |
| Licensed users | 40 |
| Invoices overdue | None |
The subscription is on the Growth tier, which includes the dashboards builder and a quarterly business review. This is that review. Payments have been on time throughout, and there is nothing outstanding on the finance side.
Why Calderbrook bought the brain
Read the whole document (5,907 characters)
The business-intelligence team wanted one board-ready picture of the organisation instead of reconciling several systems by hand. The original aim was to bring together:
- tenant calls
- repairs tickets
- complaints
- rent arrears
That is still the yardstick for this review. The question for the rest of the term is whether the brain has become the place the team goes first to answer those questions.
Usage and adoption
| Measure | Reading |
|---|---|
| Licensed users | 40 |
| Average active users, last 30 days | Fewer than a quarter of licensed users |
| Change against the prior quarter | Broadly flat |
What this tells us
- A small, steady group is using the brain regularly. It has neither grown nor fallen away since the last quarter.
- Most of the licensed seats are not being used in a typical month. That is headroom, but it is also a question about value: if the wider organisation is not asking, the brain is being valued by a few people rather than by the business.
- A concentrated user base carries key-person risk. If one or two analysts move on, usage could drop quickly.
What this pack does not show
The figures behind this review do not include a month-on-month count of questions asked, so I have not made a claim about how engagement is trending beyond the active-user picture. I would like to look at that with the team during the call.
Value delivered
From conversations with the business-intelligence team over the year:
- The board-ready view is the part of the brain the team talks about most.
- Bringing complaints and repairs data into one place has reduced the manual reconciling the team used to do before each reporting cycle.
- Dashboards built in the Growth tier are the natural route to making that picture visible to more people.
I would like to put a number on this, in hours saved or reports produced, so the value can be shown to the people who sign off the budget. We do not have that measure recorded yet, and I would rather agree it with the team than estimate it.
Support and service
| Measure | Reading |
|---|---|
| Tickets, last 30 days | One |
| High-priority tickets, last 30 days | One |
| Service credits triggered | None recorded |
One ticket in the month is a quiet picture, and it was a high-priority one. I will confirm with our support team that it has been fully resolved and that the team is happy with how it was handled. Quiet support can mean a settled account, but it can also mean a team that has stopped reporting problems, so I would like to hear which it is from you.
The Growth tier carries a defined availability commitment and a defined first-response time for priority incidents. Service credits on this tier cover availability only.
Commercial position
- The contracted annual recurring revenue is £44k, as set out in the executed order form.
- The current term runs to 1 Sep 2025.
- Tom Ashdown owns the commercial terms, and I own the renewal conversation and the adoption plan that sits behind it.
- Any renewal discussion should start well ahead of the term end, so there is time to look at users, connectors and what Calderbrook wants from the brain next.
Risks and opportunities
| Item | Type | Why it matters |
|---|---|---|
| Low share of licensed users active | Risk | Weakens the case for renewal at the current seat count |
| Flat active-user trend | Risk | No sign of the brain spreading beyond the core team |
| Dashboards builder not yet widely used | Opportunity | Can put the board-ready picture in front of more people |
| Headroom in licensed seats | Opportunity | New teams can be onboarded without a change in tier |
| On-time payment record | Positive | No money concern on the account |
Plan for the coming months
| Action | Owner | Timing |
|---|---|---|
| Walk through this review with the business-intelligence team | Daniel Okafor | Within the next couple of weeks |
| Agree a simple measure of value, such as time saved on board reporting | Daniel Okafor with the business-intelligence team | Before the end of the quarter |
| Identify further teams who could use the brain, and run a short enablement session | Daniel Okafor | Next month |
| Confirm the high-priority ticket is closed and the team is satisfied | Daniel Okafor | This week |
| Review commercial terms ahead of the term end | Tom Ashdown | Well before 1 Sep 2025 |
Questions for the team
- How is the team finding the brain day to day?
- Which teams outside business intelligence would benefit from asking it questions?
- What would you need to see to be confident the brain is worth its cost at renewal?
I will come back to you with a proposed date for the review conversation.
Best wishes, Daniel