Brackwell Freight Ltd - Success Plan

Brackwell moves freight and runs contract warehousing for retailers. The revenue operations team and the depot account managers each used to look at a different system: accounts in one place, delivery-exception tickets in another, and call notes somewhere else. The aim of the brain is to put those side by side so that people can see an unhappy retail contract early, rather than hearing about it when the retailer escalates.

Where we are today

• The brain has been live since the start of the term and the nightly refresh is running as expected.
• There have been no support tickets in the last month and nothing has been raised as high priority.
• Invoices are paid; nothing is overdue.
• Usage is light. On a typical day around two people are active, against a licence for fifteen. That is an early picture rather than a verdict: the team that bought the brain is small, and the depot account managers have not yet been brought in.

Goals for the first year

Goal one: a habit in revenue operations

The revenue operations team asks the brain questions as part of their normal week, not only when someone remembers it exists.

• Measure: questions asked each month, and the number of different people asking.
• Owner at Brackwell: the head of revenue operations.
• Owner at BB-Demo: Marcus Bell.

Goal two: depot account managers on board

The depot account managers use the brain to see an account, its delivery exceptions and recent calls together before they speak to a retailer.

• Measure: active users, and the number of depots with at least one regular user.
• Owner at Brackwell: the operations lead.
• Owner at BB-Demo: Marcus Bell.

Goal three: a view of at-risk retail contracts

The team can name the retail contracts that look shaky, using what the brain shows, and say what they did about them.

• Measure: a short list kept by revenue operations, reviewed at each check-in.
• Owner at Brackwell: the head of revenue operations.
• Owner at BB-Demo: Marcus Bell, with Tom Ashdown informed.

Plan by phase

Phase one: settle and share (now to the end of the next month)

• Marcus shares a plain usage summary with the revenue operations team.
• Agree which three or four questions matter most to the depot account managers.
• Check that the connected sources are loading the records people expect to see.

Phase two: widen the group (following two months)

• Run a short walkthrough for the depot account managers on their own accounts.
• Add the first depot users within the licence of fifteen.
• Capture two or three examples where the brain surfaced something useful.

Phase three: show the value (before the mid-term check-in)

• Review usage against the goals above.
• Write down, in Brackwell's words, what the brain has changed.
• Decide whether the current set of connectors still fits how the business works.

Cadence

The Starter tier includes a six-monthly check-in. Marcus will also send a short usage note between check-ins so that nobody is surprised. If something breaks or looks wrong, raise a ticket in the usual way and Marcus will pick it up.

Risks and things to watch

• Small user group. Most of the value so far depends on a few people. If they are busy or move on, usage could drop quickly, so widening the group matters.
• Source changes. If Brackwell changes a system that feeds the brain, a connector may stop loading. Please tell Marcus before such a change where possible.
• Unclear value. If nobody can say what the brain has helped with, the renewal conversation will be harder. The examples in phase two are there to prevent that.

Next steps

Happy to jump on a call to go through any of this.

Thanks, Marcus