Brimscombe Energy - QBR
Documentfinal Brimscombe Energy · qbr_deck · final · 2026-09-22
Final QBR deck by Daniel Okafor for the Enterprise account: contracted ARR £120k, term to 9 Jan 2027. It sets 180 licensed users against around forty active, slightly down on the prior quarter, and flags renewal risks.
What it says
What this says
Current to 14 Oct 26Final QBR deck by Daniel Okafor for the Enterprise account: contracted ARR £120k, term to 9 Jan 2027. It sets 180 licensed users against around forty active, slightly down on the prior quarter, and flags renewal risks.
What it is: a customer success QBR deck presented 22 Sep 2026, prepared by Daniel Okafor with Tom Ashdown named as account owner. It reviews adoption, value, support and renewal outlook.
States: "Contracted annual recurring revenue is £120k" and a term running "to 9 Jan 2027". Support was two tickets in thirty days, one high priority, with no overdue invoices.
Risks: active use is "Around forty" of 180 licensed users, "Slightly down". The deck warns finance will question unused seats at renewal.
Not settled: the deck says "We do not yet have a measured figure for time saved". It gives no renewal date, no price for the next term and no named customer sponsor. It is a review, not a contract, so it binds no one.
As found in this document
Current to 9 Oct 26- Date end9 Jan 2027Source: object_read:doc_154_020
- Date renewal9 Jan 2027Source: object_read:doc_154_020
The document
Body
Brimscombe Energy - QBR
Quarterly business review, presented 22 Sep 2026
Prepared by Daniel Okafor, Customer Success Manager, BB-Demo Account owner: Tom Ashdown Status: Final
Where we are
- Brimscombe Energy has been a BB-Demo customer since 10 Jan 2025 on the Enterprise tier.
- The company brain gives the key-account, collections and complaints teams one view of each business customer: sites, contracts, calls and bills together.
- Contracted annual recurring revenue is £120k.
- The current term runs to 9 Jan 2027, so the renewal conversation is the main thing on the horizon.
- The account is healthy on the commercial side: no overdue invoices.
Adoption and usage
| Measure | Position |
|---|---|
| Licensed users | 180 |
| Average active users, last thirty days | Around forty |
| Change against the prior quarter | Slightly down |
| Teams using the brain day to day | Key-account, collections, complaints |
What this tells us:
Read the whole document (4,397 characters)
- Active use is a modest share of the 180 licensed users. That is headroom as much as risk: there are plenty of seats that could be put to work.
- The small dip against the prior quarter is not alarming on its own, but we want to understand it rather than assume it is seasonal.
- Usage is concentrated in the three teams the brain was bought for. Other teams that deal with business customers have not yet picked it up in any numbers.
Value delivered
- Account managers and collections colleagues no longer need to open several systems to see a customer's contracts, recent calls and billing position side by side.
- Complaints handlers can see the earlier conversations and bills behind a case without asking another team.
- The value case for the renewal should be built with Brimscombe's own examples: cases resolved faster, calls prepared better, collections conversations that started from the full picture.
- We do not yet have a measured figure for time saved, and this deck does not claim one.
Support and service
| Measure | Last thirty days |
|---|---|
| Tickets raised | Two |
| High priority tickets | One |
| Overdue invoices | None |
- Ticket volume is low for a customer on the Enterprise tier, which is consistent with a stable set of connectors.
- The one high priority ticket was handled under the Enterprise service level. If the team would like a walk-through of how it was resolved, I am happy to arrange that.
- Enterprise service credits cover availability and data freshness; nothing in this period calls for a credit.
Risks and watch points
- Usage trend. A softer active-user line going into a renewal needs attention now, not in the final weeks of the term.
- Concentration. If a small number of people ask most of the questions, the account depends on them. We should check who they are and whether colleagues are learning from them.
- Unused seats. Paying for 180 licences while a fraction are active will be questioned by finance at renewal unless we show a plan.
Opportunities
- Bring more of the key-account team into regular use through a short refresher session.
- Explore whether other teams that handle business customers, such as onboarding or billing queries, would benefit from the same view.
- Use the Enterprise features already in the contract, including the executive sponsor, to keep senior attention on the programme.
Proposed actions
| Action | Owner | Timing |
|---|---|---|
| Review who is using the brain and which teams are missing | Daniel Okafor | Within the next few weeks |
| Run a refresher session for the three core teams | Daniel Okafor | Before the end of the quarter |
| Agree a simple value summary using Brimscombe's own examples | Daniel Okafor with the customer sponsor | Ahead of the renewal notice window |
| Confirm commercial position and renewal approach | Tom Ashdown | Before the renewal conversation |
Renewal outlook
- Contract end: 9 Jan 2027.
- Contracted ARR: £120k.
- Our aim is a renewal that is agreed without surprises: usage understood, value written down, and any change in users or connectors discussed early.
- I will come back to the team with the usage review before we put a date in the diary for the renewal discussion.
Just to close the loop: thank you all for your time on this review. How is the team finding it day to day? Please tell me what is working and what is not.
Best wishes, Daniel