Calderbrook Housing Group - QBR
Documentfinal Calderbrook Housing Group: documents · qbr_deck · final · 2025-10-21
Growth-tier quarterly review dated 21 Oct 2025, written by Esther Quaye. It states contracted ARR of £44,000, a term ending 1 Sep 2026, flat and concentrated use, and no tickets. Availability and P1 response are given only as the standard Growth levels, with no figures.
What it says
What this says
Current to 11 Oct 26Growth-tier quarterly review dated 21 Oct 2025, written by Esther Quaye. It states contracted ARR of £44,000, a term ending 1 Sep 2026, flat and concentrated use, and no tickets. Availability and P1 response are given only as the standard Growth levels, with no figures.
What it is: A quarterly business review deck for the Growth tier, prepared by Esther Quaye and dated 21 Oct 2025. It is a BB-Demo document, not a contract, and is stored as final.
Says: Active use is "Under a quarter of the licensed seats", flat on the prior quarter, with no tickets in thirty days. Esther writes "Right now we would be relying on goodwill, and I would rather we had the evidence."
Renewal: The deck says renewal "will be priced on the current Growth list price rather than today's contracted figure", and that any first-term discount ends. Tom Ashdown is named account owner and is to open the renewal conversation with the customer's executive sponsor.
Not settled: The term end of 1 Sep 2026 has passed as of today, and the deck does not show whether the renewal happened or at what price. It gives no availability percentage or P1 response time, only "the standard Growth service level".
As found in this document
Current to 9 Oct 26- Date end1 Sep 2026Source: object_read:doc_007_017
- Date renewal1 Sep 2026Source: object_read:doc_007_017
- Date start2 Sep 2024Source: object_read:doc_007_017
- Price£44,000Source: object_read:doc_007_017
- Availabilitythe standard Growth service levelthe standard Growth service level · Source: object_read:doc_007_017
- First response on a priority one issuethe standard Growth service levelthe standard Growth service level · Source: object_read:doc_007_017
- Nightly refreshcomplete by 07:00 customer local time on business dayscomplete by 07:00 customer local time on business days · Source: object_read:doc_007_017
- Service creditsfor the Growth tier apply to availability onlyfor the Growth tier apply to availability only · Source: object_read:doc_007_017
- BillingAnnual in advance, invoices paid on timeAnnual in advance, invoices paid on time · Source: object_read:doc_007_017
- Contracted annual recurring revenue£44,000Source: object_read:doc_007_017
The document
Body
Calderbrook Housing Group - QBR
Quarterly business review, Growth tier
Prepared by Esther Quaye, Customer Success Manager, BB-Demo
Review date: Tuesday 21 October 2025
Status: Final, version 1
1. Agenda
- Where the account stands
- Usage this quarter
- The value Calderbrook is getting
- Support and service levels
- Commercial position and the road to renewal
- Risks and opportunities
- Plan and owners for the next quarter
Just so we're aligned: this deck is written to be read on its own as well as presented, so the board-reporting team can pick it up later without me in the room.
2. Account snapshot
| Item | Position |
|---|---|
| Organisation | Calderbrook Housing Group, a housing association in Leeds serving homes across West Yorkshire |
| Customer since | Monday 2 September 2024 |
| Tier | Growth |
| Contracted annual recurring revenue | £44,000 |
| Licensed users | 40 |
| Current term ends | 1 Sep 2026 |
| Account owner | Tom Ashdown |
| Customer Success Manager | Esther Quaye |
Read the whole document (7,312 characters)
Calderbrook bought the brain so that its business-intelligence team could bring tenant calls, repairs tickets, complaints and rent arrears into one board-ready picture, instead of reconciling those sources by hand before every board cycle.
3. Usage this quarter
| Measure | Reading | What it tells us |
|---|---|---|
| Licensed users | 40 | The seats Calderbrook pays for under the Growth tier |
| Average active users, last thirty days | Under a quarter of the licensed seats | Use is concentrated in a small core group |
| Change in active users against the prior quarter | Flat | No growth, and no decline either |
Reading the numbers
- Usage is steady rather than growing. A flat line with a small group of regular users is typical of a team that has built a routine around the brain but has not yet taken it to the wider organisation.
- There is a lot of unused headroom. The licence covers far more people than are using it, so there is no pressure on seats and no case for extra users today.
- The risk in a concentrated user base is dependence on a few people. If one or two of the regular users moved on, the day-to-day value would fall quickly. I have logged this as the main item to watch.
4. The value Calderbrook is getting
What the brain is doing for the business-intelligence team
- One joined-up view of tenant calls, repairs tickets, complaints and rent arrears, available to the team without manual reconciliation.
- Board reporting that can be traced back to the underlying records, which matters to this customer more than speed.
- Nightly refresh of the connected sources, so the team starts each business day on current data.
What we cannot yet evidence
- I do not have a measured saving in hours or a before and after comparison for the board pack. That is a gap on our side, and closing it is the first action in the plan below.
- The wider housing, repairs and customer-service teams are not yet asking the brain questions in any numbers that would show up in the usage trend.
If the renewal conversation is to be easy, Calderbrook's sponsors need to be able to say in one sentence what the brain is worth to them. Right now we would be relying on goodwill, and I would rather we had the evidence.
5. Support and service levels
| Measure | Last thirty days |
|---|---|
| Support tickets raised | None |
| High-priority tickets | None |
| Overdue invoices | None |
Service levels under the Growth tier
- Availability: the standard Growth service level.
- First response on a priority one issue: the standard Growth service level.
- Nightly refresh complete by 07:00 customer local time on business days.
- Service credits for the Growth tier apply to availability only.
Commentary
- A quiet support queue is good news on its own: there are no open connector or freshness problems and nothing is waiting on engineering.
- Quiet is not the same as healthy, though. With usage flat and no tickets, the account is not telling us much either way, which is why the next quarter is about getting closer to the users rather than waiting for them to call.
- Invoices are being paid on time, so there is no money concern on this account.
6. Commercial position
| Item | Position |
|---|---|
| Contracted annual recurring revenue | £44,000 |
| Term started | Monday 2 September 2024 |
| Term ends | 1 Sep 2026 |
| Billing | Annual in advance, invoices paid on time |
Looking ahead to renewal
- The renewal falls after the current price book takes effect, so it will be priced on the current Growth list price rather than today's contracted figure. Tom Ashdown and I should agree how we explain that to Calderbrook well before any formal notice is due.
- Any first-term discount ends at renewal.
- A customer who is paying for forty seats and using a fraction of them will, quite reasonably, ask what the extra cost buys. We should have an answer ready.
This is a heads-up, not a negotiation. Nothing needs deciding with the customer at this review.
7. Risks and opportunities
| Type | Item | Engine it moves | Suggested response |
|---|---|---|---|
| Risk | Use is concentrated in a small group and has not grown | Renewal | Widen the circle of regular users through short, role-based sessions |
| Risk | No documented value statement for the board | Renewal | Build a one-page value case with the business-intelligence team |
| Risk | Price step at renewal against flat usage | Renewal | Prepare the conversation early with the account owner |
| Opportunity | Unused seats across several teams | Next engagement | Introduce the brain to repairs and complaints teams using their own data |
| Opportunity | Dashboards builder included in the Growth tier | Next engagement | Encourage the team to build and share board dashboards |
8. Plan and owners for the next quarter
| Action | Owner | Customer contact | When |
|---|---|---|---|
| Agree a short value statement with the business-intelligence team, in their own words | Esther Quaye | Business-intelligence lead | Before the next review |
| Run role-based walkthroughs for the repairs and complaints teams | Esther Quaye | Heads of those teams | Over the next quarter |
| Review which dashboards the team could build for the board pack | Esther Quaye | Business-intelligence team | Over the next quarter |
| Brief the account owner on the renewal price position | Esther Quaye | Not applicable, internal | Within the next few weeks |
| Open the renewal conversation with the executive sponsor at Calderbrook | Tom Ashdown | Executive sponsor | Well ahead of the renewal notice date |
| Keep a close eye on the support queue and the nightly refresh | Esther Quaye | Not applicable, internal | Ongoing |
Next review: the next quarterly business review under the Growth tier, to be booked with the customer.
9. Closing note
Calderbrook is a stable, well-paying account with a clear use case and nothing broken. The job for the coming quarter is to turn steady use into visible value, so the renewal on 1 Sep 2026 is a decision the customer makes with evidence in front of them. I've logged every action above against the account so that anyone picking it up has the full picture.
Many thanks, Esther