Calderbrook Housing Group - Renewal Proposal v1

2. Why Calderbrook bought the brain

Calderbrook is a housing association working across West Yorkshire. The business-intelligence team brought the brain in to pull tenant calls, repairs tickets, complaints and rent arrears into a single, board-ready picture, without analysts reconciling those systems by hand each month.

That original purpose is still the right yardstick. The renewal question is whether the brain is still the thing that produces that picture for the board.

3. Where the account stands today

3.1 Usage

• Licensed users sit at 40 under the Growth tier, but the number of people actually active in a typical month is now fewer than five.
• Average active users have fallen by roughly a third against the previous quarter.
• The evidence we hold does not tell us who has stopped using the brain, or whether the remaining users are concentrated in the original business-intelligence team.

The gap between licensed and active users is the central issue. A Growth subscription is sized for several teams. Calderbrook currently looks like one small team.

3.2 Support and service

• Three tickets were raised in the last month, none of them high priority.
• There are no overdue invoices. Calderbrook has paid on time throughout.

This matters for how we read the account. Calderbrook is not unhappy about service, and it is not a payment risk. The concern is about value and adoption, and quiet tickets from a shrinking user base can be the silence before a customer leaves, not a sign of health.

3.3 What we have heard

There is a suggestion on the account record that Calderbrook has been looking at an in-house platform as an alternative. We have not had that confirmed directly and it is not something we should assume in conversation. It is something Tom and Daniel need to ask about openly.

4. Our assessment

The main engine affected is the renewal itself: keeping the subscription at a price and size Calderbrook can justify. Expansion is not a realistic conversation until adoption recovers.

5. Renewal options

No figure below other than the current contract is confirmed. Commercial terms are for Tom to confirm before anything goes to the customer.

Option A: Renew Growth as it stands

• Keep the Growth tier with 40 licensed users at the existing annual recurring revenue of £44k, moving to the current list price at renewal as the price book requires.
• Any first-term discount ends at renewal.
• Calderbrook was told about the list price change earlier this year.

Risk: Calderbrook would be paying more for a brain that fewer people use. This is the option most likely to prompt a hard look at an in-house alternative.

Option B: Renew Growth with an adoption plan

• Same tier and licensed users as Option A.
• Daniel Okafor leads a structured re-engagement across the teams that were meant to benefit, including repairs, complaints and rent arrears.
• Quarterly business reviews continue under the Growth tier, with a clear measure of questions asked and active users agreed in advance.

Risk: it depends on Calderbrook committing people's time. Without a named sponsor on their side it will not change the numbers.

Option C: Step down to Starter

• Move to the Starter tier, which is built for one team and a smaller user allowance.
• Retain the core pages, chat and search, and the connectors that matter most to the business-intelligence team.
• Lose the dashboards builder and the quarterly business reviews, replaced by a six-monthly check-in.

Risk: it reduces annual recurring revenue, and may close off the original ambition of a board-ready picture across several teams. It is, however, better than losing the account.

6. Recommendation

We recommend leading with Option B and keeping Option C ready as a fallback. Going to Calderbrook with a price increase and no plan for adoption is the weakest position we could take.

The order of events matters:

1. Tom and Daniel speak to the business-intelligence lead first, to understand the current state of play and whether an in-house platform is genuinely being considered.
2. Daniel produces a short usage review that shows, in plain terms, who is asking questions and who is not.
3. Only then do we send a formal proposal, with a clear view of what Calderbrook will pay and what they will get.

7. Timeline

The renewal notice period is owned by the customer success manager, and the date for it must be confirmed against the executed order form, which decides the contracted terms.

8. Open points

• Confirm the renewal price against the current price book and the executed order form, not the CRM amount.
• Establish who at Calderbrook now sponsors the brain and whether that person has changed.
• Check whether any connector has stopped loading, which would also explain softer usage.
• Confirm what Calderbrook has said, if anything, about an in-house platform.
• Agree internally how far we are prepared to move on price and tier before the first conversation.
• Decide whether to offer a short extension to the current term if the discussion needs more time.

9. Approval

This draft has not been approved for release.