Harrowden Foods - QBR
Documentfinal Harrowden Foods · qbr_deck · final · 2026-09-21
Final QBR deck for a Growth tier account, reviewed 21 Sep 2026. It states contracted annual recurring revenue of £58k and a contract end of 4 Jan 2027. Adoption is narrow, with 60 licensed seats and a little under a quarter in daily use.
What it says
What this says
Current to 13 Oct 26Final QBR deck for a Growth tier account, reviewed 21 Sep 2026. It states contracted annual recurring revenue of £58k and a contract end of 4 Jan 2027. Adoption is narrow, with 60 licensed seats and a little under a quarter in daily use.
What it is: a customer-facing quarterly business review written by Amara Obi, Customer Success Manager, for Harrowden Foods. It covers contract snapshot, usage, support, value, risks and a plan toward renewal.
Commits: it restates the Growth service level, "a one business hour first response on priority one issues", and a nightly refresh "complete by 07:00 each business day". It also commits Amara to a usage review, value measures and a renewal conversation.
Unusual: nothing off the standard Growth terms. The deck is candid that the value case is unproven: "What we cannot yet show is a number for the value created."
Not settled: the renewal price, which is only described as moving "to the current list for the tier". Ticket timestamps are not confirmed against the service level, and no figure is given for active users beyond "a little under a quarter".
As found in this document
Current to 9 Oct 26- Date end4 Jan 2027Source: object_read:doc_009_014
- Date renewal4 Jan 2027Source: object_read:doc_009_014
- Date start5 Jan 2026Source: object_read:doc_009_014
- P1 first response (Growth)a one business hour first response on priority one issuesa one business hour first response on priority one issues · Source: object_read:doc_009_014
- Nightly refreshcomplete by 07:00 each business daycomplete by 07:00 each business day · Source: object_read:doc_009_014
The document
Body
Harrowden Foods - QBR
Quarterly business review, prepared for Harrowden Foods by Amara Obi, Customer Success Manager, BB-Demo
Review date: Monday 21 September 2026
Status: Final
Agenda
- Where we are: contract and account snapshot
- Here's what the numbers say: usage and adoption
- Support: tickets and responsiveness
- Value: what the brain is doing for commercial insights and customer service
- Risks and open questions
- Plan for the next quarter and the run-up to renewal
Account snapshot
| Item | Detail |
|---|---|
| Customer | Harrowden Foods, Leicester |
| Industry | Food manufacturing: own-label chilled ready meals and bakery for UK supermarkets, from two sites |
| Tier | Growth |
| Customer since | 5 Jan 2026 |
| Contract end | 4 Jan 2027 |
| Contracted annual recurring revenue | £58k |
| Licensed users | 60 |
| Account owner (commercial terms) | Lewis Kerr |
| Customer Success Manager | Amara Obi |
| Overdue invoices | None |
The account is in good standing commercially. Every invoice to date has been paid on time, so the conversation today is about adoption and value, not about money.
Why Harrowden bought the brain
Read the whole document (6,719 characters)
Harrowden bought the company brain so that two teams could finally see the same picture:
- Commercial insights wanted retailer accounts, orders and performance in one place instead of stitched together by hand.
- Customer service wanted service-level complaints sitting next to the orders they relate to.
That is still the yardstick for this review. The question for the quarter is simple: are those two teams asking the brain, or are they still reconciling by hand?
Usage and adoption
Here's what the numbers say.
| Measure | Position | Direction |
|---|---|---|
| Licensed users | 60 | Unchanged |
| Average daily active users, last thirty days | A little under a quarter of the licensed seats | Slightly down on the prior quarter |
| Overdue invoices | None | Steady |
The small dip in active users is worth saying out loud. It is a modest movement, not a collapse, but the gap between licensed seats and people actually using the brain is the biggest single opportunity on this account. Most of the seats are not in daily use.
What we read from this
- Adoption is concentrated in a small group of regular users.
- A narrow user base is a key-person risk: if one or two of those regulars move on or change role, usage falls quickly.
- The headroom is real. Sixty seats are paid for, and the value case gets much stronger if the other teams use them.
Support and responsiveness
| Measure | Last thirty days |
|---|---|
| Tickets raised | Three |
| High priority tickets | One |
Three tickets from a user base this size is a quiet month. Quiet can be healthy, but alongside a slight fall in active users we do not want to read it as simple good news. Our reading is that the people who use the brain are getting what they need, and that fewer people are using it than we would like.
The one high priority ticket was handled under the Growth service level, which gives a one business hour first response on priority one issues. We will confirm the timestamps with your team and flag anything that fell short; the aim is that you hear from us before you have to ask.
Value delivered
What good looks like for Harrowden, in the terms you gave us at the start:
- Commercial insights: retailer account questions answered from one layer over the CRM and orders, rather than from separate spreadsheets.
- Customer service: service-level complaints visible next to the orders and accounts they concern, so the team can respond with context.
- Management: a shared place to ask questions, with the nightly refresh complete by 07:00 each business day.
What we cannot yet show is a number for the value created. That is partly because the question volume is concentrated in few hands. One action for the next quarter is to agree two or three measures that both teams recognise, so the value case is something you can quote internally, not just something we believe.
Risks and open questions
- Narrow adoption. A small group carries most of the usage. Who else should have access, and who else should be asking?
- Slight fall in active users. Small, but it has not yet reversed. We want it flat or rising by the next review.
- Renewal on the horizon. The contract runs to 4 Jan 2027. The renewal conversation and the formal notice are mine to run, and I would like them to start well ahead of the notice window, not inside it.
- Pricing at renewal. A renewal that starts after the price book change moves to the current list for the tier. I will bring the numbers to the renewal conversation with Lewis Kerr so there are no surprises.
- Evidence of value. Without agreed measures, the renewal rests on goodwill. We should change that.
Opportunities
- Win more of the seats you already pay for. Targeted sessions for the teams not yet using the brain, starting with customer service and commercial insights colleagues who have not logged in recently.
- Dashboards. The Growth tier includes the dashboards builder. A small number of dashboards built by your own team is the strongest sign of investment we can see, and it makes the brain harder to do without.
- Both sites. Check that both of your sites are represented in how people use the brain, not just the one with the most regular users.
Plan for the next quarter
| Action | Owner | Timing |
|---|---|---|
| Run a short usage review with the regular users and map who is missing | Amara Obi | Within the next few weeks |
| Agree two or three value measures with commercial insights and customer service | Amara Obi with Harrowden's team leads | Before the end of the quarter |
| Run refresher sessions for teams with licensed seats but no regular use | Amara Obi | Following the usage review |
| Confirm ticket timestamps against the Growth service level and report back | Amara Obi | Within the next fortnight |
| Open the renewal conversation, including price book position | Amara Obi and Lewis Kerr | Ahead of the renewal notice window |
Summary
- Commercially healthy: paid on time, no overdue invoices, contracted annual recurring revenue of £58k.
- Adoption is the story: sixty seats, a small group of regular users, and a slight dip in activity.
- Support is quiet, with one high priority ticket in the last thirty days.
- The next quarter is about widening use, agreeing how to measure value, and getting the renewal conversation started in good time.
Let's get the next QBR in the diary before the renewal date, so we can review progress against these actions together.
Best, Amara