Calderbrook Housing Group - QBR
Documentfinal Calderbrook Housing Group · QBR deck · final · 9 Mar 2026
Final QBR deck from Amara Obi for the Growth tier account, shown as £44k contracted annual recurring revenue with 40 licensed users. It flags falling activity, key-person risk and unproven value ahead of the 1 Sep 2026 contract end.
What it says
What this says
As at Fri 9 Oct 2026Final QBR deck from Amara Obi for the Growth tier account, shown as £44k contracted annual recurring revenue with 40 licensed users. It flags falling activity, key-person risk and unproven value ahead of the 1 Sep 2026 contract end.
What it is: a customer-facing quarterly business review presented by Amara Obi, who says she "took over this account recently". It is a review, not a contract.
Risks: "Active users are down roughly a seventh against the prior quarter" and questions are concentrated in a few people. It also admits "I cannot yet point to a number that says what the brain has saved your team."
Commercial: the deck states £44k and 40 licensed users, with the contract ending 1 Sep 2026. It defers pricing to the executed order form and does not state the renewal price.
Not settled: the deck names Tom Ashdown as account owner and Daniel Okafor as Customer Success Manager of record, while Amara presents. It does not show who owns the account now, and it gives no user counts or ticket dates beyond the stated three tickets.
As found in this document
As at Fri 9 Oct 2026- Date end1 Sep 2026Source: the AI read of this record
- Date renewal1 Sep 2026Source: the AI read of this record
Body
Calderbrook Housing Group - QBR
Quarterly business review, Growth tier Presented by Amara Obi, Customer Success Manager, BG-Demo Date: Monday 9 March 2026 Status: Final
Why we are here
This review covers how Calderbrook Housing Group is using B-Glass, what is working, what has slipped and what we agree to do before the renewal on 1 Sep 2026.
I took over this account recently, so I want to be straightforward: this deck is built from the usage and ticket data as it stands, and I would like your view on where it does not match what you see day to day.
Your account at a glance
| Item | Detail |
|---|---|
| Customer since | 2 Sep 2024 |
| Tier | Growth |
| Contracted annual recurring revenue | £44k |
| Licensed users | 40 |
| Contract end | 1 Sep 2026 |
| Account owner at BG-Demo | Tom Ashdown |
| Customer Success Manager of record | Daniel Okafor |
| Overdue invoices | None |
What you bought the brain for
The goal was to let your business-intelligence team bring tenant calls, repairs tickets, complaints and rent arrears into one board-ready picture, instead of reconciling the systems by hand each month.
Usage: here's what the numbers say
Read the whole document (4,528 characters)
- Regular activity is concentrated in a small group. The average number of active users over the last thirty days is a fraction of the 40 licensed users.
- Active users are down roughly a seventh against the prior quarter.
- A small group carrying most of the questions is a key-person risk. If one or two people move on or change focus, the brain goes quiet.
- With so much of the licence unused, there is no case for extra users at present. The conversation is about adoption, not headroom.
What I want to understand from you: who else should have access? Which teams read the board pack but never open the brain?
Value delivered
- The brain is live inside your own Snowflake account, so your data has not left your environment.
- The Growth tier gives you the dashboards builder, and it is the clearest place to show value to your board.
- I cannot yet point to a number that says what the brain has saved your team. That is a gap on our side, and I would like us to close it together before the renewal discussion.
Support and service
| Measure | Last thirty days |
|---|---|
| Tickets raised | Three |
| High-priority tickets | None |
| Overdue invoices | None |
Three tickets from a user base this size is low. Taken with the fall in active users, it suggests quiet drift rather than a problem we are failing to fix. I would rather hear a complaint than see silence.
Risks I see
- Declining activity. Fewer active users than last quarter, with questions concentrated in a few people.
- Renewal timing. The contract ends on 1 Sep 2026, and the renewal notice and conversation need to start well before then.
- Unproven value. Without a clear measure of time saved or reports produced, the subscription is hard to defend internally.
- Continuity. You have had more than one Customer Success Manager in a short period. That is not your fault, and I want to give you one consistent point of contact from here.
Opportunities
- Re-engage the teams that consume the board pack, and show them how to ask the brain directly.
- Build more dashboards for repairs, complaints and rent arrears so the board pack draws on live data.
- Review which connected systems are loading well and whether any source has stalled since a system change on your side.
Proposed actions
| Action | Owner | By when |
|---|---|---|
| Agree a short list of board-pack use cases with the business-intelligence lead at your end | Amara Obi with your team | Before the end of the month |
| Review who has access and who should | Amara Obi | Next week |
| Confirm freshness and connector health for each source | Amara Obi | Next week |
| Draft a one-page value summary for your leadership | Amara Obi, with input from Tom Ashdown | Before the next QBR |
| Book the next QBR and the renewal conversation | Amara Obi | Within the next fortnight |
Commercial position
- Contracted annual recurring revenue is £44k on the Growth tier, with 40 licensed users.
- The contract runs to 1 Sep 2026. Pricing at renewal will follow the terms in your executed order form, and Tom Ashdown will walk you through them well ahead of the date.
Next steps
Let's get the next QBR in the diary and agree the actions above. If anything in this deck does not match your experience, tell me and I will correct the record.
Best, Amara