Merriott Lyle Distribution - QBR
Documentfinal Merriott Lyle Distribution · qbr_deck · final · 2026-05-11
A final QBR deck prepared by Daniel Okafor on 11 May 2026. Active users average around fifty-eight against 200 licensed, down about nine per cent on the prior quarter. The deck states no agreed measure of value and a contract end of 27 Feb 2027.
What it says
What this says
Current to 13 Oct 26A final QBR deck prepared by Daniel Okafor on 11 May 2026. Active users average around fifty-eight against 200 licensed, down about nine per cent on the prior quarter. The deck states no agreed measure of value and a contract end of 27 Feb 2027.
What it is: an internal-style QBR deck from Daniel Okafor, Customer Success Manager, for the Enterprise account. It states contracted annual recurring revenue of £128k and a contract end of 27 Feb 2027.
Finding: "Active users over the last thirty days averaged around fifty-eight", down "about nine per cent against the prior quarter". Active use sits "well under a third of the seats you have paid for".
Risk: "We do not yet have a written, agreed measure of value for the board at Merriott Lyle." The deck says falling use makes the subscription "harder to justify at renewal".
Not settled: the deck does not say why usage moved, who owns the brain at the customer, or who the sponsor is. It is not a contract and sets no service terms. Its figures date from 11 May 2026 and may be stale.
As found in this document
Current to 9 Oct 26- Date end27 Feb 2027Source: object_read:doc_076_016
The document
Body
Merriott Lyle Distribution - QBR
Quarterly business review, prepared Monday 11 May 2026
Prepared by Daniel Okafor, Customer Success Manager, BB-Demo. Account owner: Lewis Kerr.
Status: Final
Agenda
- Where the account stands
- Usage and adoption
- Support and service
- Value delivered
- Risks and opportunities
- Plan and next steps
Thanks to everyone at Merriott Lyle for their time. Just to close the loop on the last review, the actions from it are folded into the plan at the end of this deck.
Account at a glance
| Item | Position |
|---|---|
| Customer | Merriott Lyle Distribution, Birmingham |
| Industry | Wholesale distribution |
| Tier | Enterprise |
| Customer since | 28 Feb 2025 |
| Contract end | 27 Feb 2027 |
| Annual recurring revenue (contracted) | £128k |
| Licensed users | 200 |
| Account owner | Lewis Kerr |
| Customer Success Manager | Daniel Okafor |
Merriott Lyle bought Enterprise so that branch, key-account and credit-control teams can see each trade account's orders, disputes, calls and invoices together in one place, inside your own Snowflake account.
Usage and adoption
Read the whole document (4,281 characters)
- Active users over the last thirty days averaged around fifty-eight.
- That is down by about nine per cent against the prior quarter.
- Against two hundred licensed users, active use sits well under a third of the seats you have paid for.
How we read this
The fall is modest, but the more important point is the gap between licensed and active users. The seats are there; the habit of asking the brain is not yet spread across every branch and team. The usage data does not tell us why the number moved, so we would rather ask the teams than guess.
Support and service
| Measure | Last thirty days |
|---|---|
| Tickets raised | None |
| High priority tickets | None |
| Overdue invoices | None |
No tickets and nothing overdue. That is a clean record on the service side and on the finance side, and the Enterprise service level has not been called on.
A quiet support queue can mean everything is working. It can also mean teams are using the brain less. Read alongside the usage trend above, we think it is mostly the first, but it is worth confirming with the people who use it daily.
Value delivered
What Merriott Lyle set out to achieve, and where it stands:
- One view of a trade account. Orders, disputes, calls and invoices sit together, so a credit-control colleague and a branch manager are looking at the same picture.
- Less reconciling by hand. Teams ask the brain rather than stitching together exports from separate systems.
- Enterprise controls. Single sign-on and SCIM, and an executive sponsor on the BB-Demo side, are part of the Enterprise tier.
We do not yet have a written, agreed measure of value for the board at Merriott Lyle. Building one is the main ask of this review.
Risks and opportunities
Risks
- Active users are drifting down while the licence stays at two hundred, which makes the subscription harder to justify at renewal.
- Use may be concentrated in a few teams. We would like to check who asks the most questions.
Opportunities
- Many licensed seats are unused, so there is room to bring more branches and key-account teams onto the brain without any new licence cost.
- Dashboards built by your own teams would show investment and make the value visible to managers.
Plan and next steps
| Action | Owner | When |
|---|---|---|
| Agree with Merriott Lyle which teams and branches should be using the brain | Daniel Okafor with Lewis Kerr | Before the next review |
| Run short how-to sessions for branch and credit-control teams | Daniel Okafor | Over the coming weeks |
| Draft a one-page value summary for senior stakeholders | Daniel Okafor | Before the renewal notice window opens |
| Confirm who owns the brain on the Merriott Lyle side and who the sponsor is | Lewis Kerr | Next week |
The contract runs to 27 Feb 2027. We want the renewal conversation to be about growth in use, not about whether it is worth keeping, so the aim is to have usage moving the right way well ahead of that date.
I'll come back to you by the end of next week with the proposed session dates. How is the team finding it day to day? Do tell us.
Best wishes, Daniel