Calderbrook Housing Group - QBR
Documentfinal Calderbrook Housing Group: documents · qbr_deck · final · 2026-08-02
Final QBR deck dated 2 Aug 2026 by Amara Obi. Growth plan at £44,000 contracted, term ending 1 Sep 2026. Usage has fallen sharply with no tickets or overdue invoices, and the deck calls the renewal at risk. It states no availability or P1 figures.
What it says
What this says
Current to 11 Oct 26Final QBR deck dated 2 Aug 2026 by Amara Obi. Growth plan at £44,000 contracted, term ending 1 Sep 2026. Usage has fallen sharply with no tickets or overdue invoices, and the deck calls the renewal at risk. It states no availability or P1 figures.
What it is: a customer success QBR deck for the Growth plan, written by Amara Obi shortly after inheriting the account. It reads usage, tickets and payments and ends with a decision on renewing, reducing or exiting.
Commits: it binds no one. It records the plan as "Growth, annual recurring revenue (contracted) £44,000" and a term end of 1 Sep 2026, with "Standard Growth service levels apply, no breaches recorded".
Unusual: it says "The renewal is at risk" and suggests a platform move to an in-house tool, which is unconfirmed. It gives no user counts beyond forty licensed and no usage figures.
Not settled: why usage fell, whether the in-house platform is live, and whether the board still uses the output. The term end of 1 Sep 2026 is before the as-of date, and the deck does not show whether renewal happened.
As found in this document
Current to 9 Oct 26- Date end1 Sep 2026Source: object_read:doc_007_024
- Date renewal1 Sep 2026Source: object_read:doc_007_024
- Price£44,000Source: object_read:doc_007_024
- Service levelsStandard Growth service levels apply, no breaches recordedStandard Growth service levels apply, no breaches recorded · Source: object_read:doc_007_024
- Contracted annual value£44,000 on the Growth planSource: object_read:doc_007_024
- Term end1 Sep 2026Source: object_read:doc_007_024
The document
Body
Calderbrook Housing Group - QBR
Status: Final Prepared by: Amara Obi, Customer Success Manager, BB-Demo Account owner: Tom Ashdown Date: 2 August 2026 Plan: Growth, annual recurring revenue (contracted) £44,000 Customer since: 2 September 2024 Current term ends: 1 Sep 2026
Purpose of this review
This is the quarterly business review for Calderbrook Housing Group, the housing association in Leeds with homes across West Yorkshire. The brain was bought so the business-intelligence team could join tenant calls, repairs tickets, complaints and rent arrears into one board-ready picture. Here's what the numbers say, and what we need to decide before the term ends.
I will be plain about one thing up front: I inherited this account recently, so I am working from the records and not from a long history with the team. Where the records are silent, this deck says so.
Headline
Read the whole document (5,775 characters)
- Usage has fallen sharply against the prior quarter.
- The Growth plan licenses forty users, and only a small handful are active in a typical month.
- There are no open tickets and no overdue invoices, so this is not a service or payment problem.
- The term ends on 1 Sep 2026, which is now close.
Quiet accounts are the ones that leave without a complaint. This one needs a conversation, not a reassurance.
Usage
| Measure | Position | Read |
|---|---|---|
| Licensed users | 40 | Contracted under the Growth plan |
| Active users, 30-day average | A small handful | Well below the licensed number |
| Change on prior quarter | Down sharply | Risk, not headroom |
| Questions asked | Falling with the user base | Value is not being drawn on |
What this means
- The gap between licensed and active users is wide. Most of the licence is unused.
- A fall of this size usually means work has moved elsewhere, not that people have become more efficient.
- Consistent with the account profile, the business-intelligence team appears to be moving reporting onto an in-house platform. I have not had that confirmed by the customer, and it needs confirming.
Value delivered
What the brain was bought to do:
- Bring tenant calls, repairs tickets, complaints and rent arrears into one picture.
- Give the board a single, consistent view without manual reconciling.
- Let the business-intelligence team ask questions in plain language instead of building each report by hand.
What the records show today:
- The brain is still running and available.
- The records do not show a recent board pack that relied on the brain, so I cannot point to a current value story with evidence.
- Dashboards built by the team are an investment on their side. I would like to understand whether they are still maintained.
If the in-house platform now covers the same ground, we should hear that directly and learn from it.
Support and service
| Area | Position |
|---|---|
| Tickets in the last month | None raised |
| High-priority tickets | None |
| Overdue invoices | None |
| Service levels | Standard Growth service levels apply, no breaches recorded |
There is nothing here to apologise for or fix. Silence from a shrinking user base is itself a signal, and I am treating it as one.
Commercial position
- Contracted annual value: £44,000 on the Growth plan.
- Term end: 1 Sep 2026.
- Renewal: the renewal notice window has been reached, so the renewal conversation is now due. Tom Ashdown holds the commercial terms.
- Payment history: clean, with no overdue invoices.
The renewal is at risk. At the current level of use, a renewal at the full Growth fee would be hard for the customer to justify, and I would rather say that here than discover it at signature.
Risks
- Platform move. The team may be replacing the brain with an in-house platform. This is the most likely cause of the fall, but it is unconfirmed.
- Unused licence. Most of the forty licensed users are inactive, which weakens any value case.
- Key-person dependence. With so few active users, the account relies on one or two people in the business-intelligence team.
- Time. The term ends on 1 Sep 2026, so there is little room to build a value case from scratch.
Opportunities
- A smaller footprint may still be worth keeping if the customer values the call and complaints data that is hard to rebuild in-house.
- If specific sources are still valued, a right-sized arrangement would be better than a clean loss.
- Wider access beyond the business-intelligence team, for example to housing operations, could lift usage if the customer wants it. I would ask who else should have access before proposing anything.
Plan and owners
| Action | Owner | By when |
|---|---|---|
| Speak to the business-intelligence team and ask what good looks like for them now, and whether the in-house platform replaces the brain | Amara Obi | This week |
| Review the commercial position and agree what flexibility exists on the renewal | Tom Ashdown with Amara Obi | Before 1 Sep 2026 |
| Prepare a short evidence pack of questions asked, sources connected and reporting delivered | Amara Obi | Before the renewal conversation |
| Confirm renewal, change of scope or planned exit in writing with the customer | Tom Ashdown | Before 1 Sep 2026 |
What this deck does not show
- Why usage fell. I have the trend, not the reason.
- Whether the in-house platform is live or still being built.
- Whether the board still uses the picture the brain produced.
These are the questions for the next conversation. Let's get it into the diary.
Decision needed
We need to decide, with the customer, whether to renew as is, renew in a reduced form, or plan an orderly exit before 1 Sep 2026. Doing nothing means the term simply ends.
Best, Amara
Unusual terms
Current to 9 Oct 26- Renewal flagged at risk
- Possible move to in-house platform, unconfirmed