Merriott Lyle Distribution - QBR
Documentfinal Merriott Lyle Distribution · QBR deck · final · 12 Feb 2026
QBR deck prepared by Daniel Okafor on 12 Feb 2026 for an Enterprise customer with a term ending 27 Feb 2026. It reports usage up a little, a quiet queue and no overdue invoices, but no value case. The renewal outcome is not recorded.
What it says
What this says
As at Fri 9 Oct 2026QBR deck prepared by Daniel Okafor on 12 Feb 2026 for an Enterprise customer with a term ending 27 Feb 2026. It reports usage up a little, a quiet queue and no overdue invoices, but no value case. The renewal outcome is not recorded.
What it is: a final quarterly business review by Daniel Okafor, Customer Success Manager, written to support the renewal conversation. It states contracted annual recurring revenue of £116k and 200 licensed users.
Commits: nothing new. The deck says "Nothing in this document changes the contracted terms. The executed order form remains the reference for price, users and service levels."
Unusual: it admits the value gap: "Nobody at either side has yet written down what the brain is worth to Merriott Lyle." Adoption is also broad but shallow, with about a third of licensed users active.
Not settled: the renewal outcome ("The outcome of the renewal is not recorded here"), who asks most of the questions, and any service-level figures, which are not stated.
As found in this document
As at Fri 9 Oct 2026- Date end27 Feb 2026Source: the AI read of this record
- Date renewal27 Feb 2026Source: the AI read of this record
Body
Merriott Lyle Distribution - QBR
Quarterly business review | Prepared by Daniel Okafor, Customer Success Manager, BG-Demo | Thursday 12 February 2026 | Status: Final
1. Where we are
- Customer since: 28 Feb 2025
- Tier: Enterprise
- Contracted annual recurring revenue: £116k
- Licensed users: 200
- Current term ends: 27 Feb 2026
- Account owner: Lewis Kerr
- Customer Success Manager: Daniel Okafor
Merriott Lyle bought B-Glass so that branch, key-account and credit-control teams can see each trade account's orders, disputes, calls and invoices together, instead of reconciling them by hand across systems. This review looks at the first year against that purpose.
2. Usage
| Measure | Position | Reading |
|---|---|---|
| Licensed users | 200 | Enterprise, company-wide licence |
| Average daily active users, last thirty days | About a third of licensed users | Healthy core, plenty of room to widen |
| Change against the prior quarter | Up a little | Moving in the right direction |
Read the whole document (4,636 characters)
The trend is the point. Active use has grown steadily rather than spiking after training, which is what we like to see in the second half of a first year. The gap between licensed and active users is headroom: the licence already covers the branches and teams that are not yet in the habit of asking the brain.
3. Value
The clearest value story at Merriott Lyle is the single view of a trade account. A credit controller chasing an invoice can see the open dispute, the last call and the order history in one place, and a branch manager can see the same picture before speaking to the customer.
What we have not yet done together is put a number on it. This review does not claim a saving, because the evidence we hold today is usage, not time or money recovered. Agreeing two or three measures with the credit-control and key-account leads would give the renewal conversation and any future review something firm to stand on.
4. Service and support
- High-priority tickets in the last thirty days: none
- Tickets in the last thirty days: one
- Overdue invoices: none
A quiet support queue alongside rising usage reads as health here, not silence: the user base is growing and the team is getting what it needs. Enterprise service levels, including availability and data freshness credits, were not engaged in the period.
On the commercial side, invoices are being paid on time, so there is nothing to resolve on billing.
5. What is working
- Active use is up on the prior quarter without any support pressure.
- No high-priority issues and no overdue invoices.
- The account sits under an Enterprise order form with a clear term and a clear end date.
- Branch, key-account and credit-control teams are all within the same shared view of the trade account.
6. What to watch
- Breadth of adoption. A large share of licensed users are not yet active. Without a push into the quieter branches, the licence looks bigger than the use it supports.
- Proof of value. Nobody at either side has yet written down what the brain is worth to Merriott Lyle. That is the gap most likely to make a renewal conversation harder than it needs to be.
- Concentration. We should check who is asking most of the questions, so that the habit does not rest on a few people.
7. Renewal
The current term ends on 27 Feb 2026, so the renewal conversation is close. This deck is meant to support it, not replace it.
- Lewis Kerr owns the commercial terms of the renewal.
- Daniel Okafor owns the adoption picture, the value case and the renewal conversation itself.
- Nothing in this document changes the contracted terms. The executed order form remains the reference for price, users and service levels.
The outcome of the renewal is not recorded here. It will be confirmed once the new term is agreed and signed.
8. Plan and next steps
| Action | Owner | Timing |
|---|---|---|
| Walk the Merriott Lyle leads through this review | Daniel Okafor | Before the term ends on 27 Feb 2026 |
| Agree the two or three value measures with credit control and key accounts | Daniel Okafor with the customer's leads | Alongside the renewal conversation |
| Confirm renewal terms against the executed order form | Lewis Kerr | Before the term ends on 27 Feb 2026 |
| Identify the quieter branches and plan a short enablement push | Daniel Okafor | Once the renewal is settled |
Just to close the loop: if anything in this review does not match how the teams at Merriott Lyle see it, I would rather hear that now than later. How is the team finding it?
Best wishes, Daniel