Harrowden Foods - Onboarding Plan
Documentfinal Harrowden Foods: documents · onboarding_plan · final · 2026-01-05
BB-Demo's onboarding plan for Harrowden Foods, issued 5 Jan 2026 by Hamza Akhtar. It sets five phases, roles and success measures for a Growth tier brain with 40 licensed users. It states no availability or P1 response figures.
What it says
What this says
Current to 11 Oct 26BB-Demo's onboarding plan for Harrowden Foods, issued 5 Jan 2026 by Hamza Akhtar. It sets five phases, roles and success measures for a Growth tier brain with 40 licensed users. It states no availability or P1 response figures.
What it is: an internal delivery plan, not a contract. It says "The executed order form remains the source of truth for price and terms."
Commits: BB-Demo to a weekly check-in with team leads in phases one to four and a written note after each phase. It also lists a contract summary with 40 users, up to eight connectors and a term ending 4 Jan 2027.
Unusual: the sponsor and data contact are described by role only, so no customer person is named. The plan flags a key-person risk and asks for more than one admin.
Not settled: service levels, connector delivery dates, billing and payment terms. The order form is not in this document, so the £50,000 figure is the plan's own contract summary, to be checked against it.
As found in this document
Current to 9 Oct 26- Date end4 Jan 2027Source: object_read:doc_009_009
- Date renewal4 Jan 2027Source: object_read:doc_009_009
- Date start5 Jan 2026Source: object_read:doc_009_009
- Price£50,000Source: object_read:doc_009_009
- Licensed users40Source: object_read:doc_009_009
- ConnectorsThe Growth tier includes up to eight connectors.The Growth tier includes up to eight connectors. · Source: object_read:doc_009_009
- Current term ends4 Jan 2027Source: object_read:doc_009_009
- Check-insA short weekly check-in between Hamza Akhtar and the team leads during phases one to four.A short weekly check-in between Hamza Akhtar and the team leads during phases one to four. · Source: object_read:doc_009_009
- Nightly refreshConfirm the nightly refresh completes before the working day startsConfirm the nightly refresh completes before the working day starts · Source: object_read:doc_009_009
The document
Body
Harrowden Foods - Onboarding Plan
Status: Final, version 1 Prepared by: Hamza Akhtar, Implementation Consultant, BB-Demo Account owner: Lewis Kerr Customer success manager: Amara Obi Customer since: Monday 5 January 2026
1. Purpose
This plan sets out how BB-Demo will bring Harrowden Foods live on the company brain, built and run inside Harrowden Foods' own Snowflake account. Harrowden Foods makes own-label chilled ready meals and bakery for UK supermarkets from two sites. The brain was bought so that the commercial insights team and the customer service team can see retailer accounts, service-level complaints and orders together, without reconciling separate systems by hand.
The plan covers who does what, in which order, and how we will know onboarding has worked.
2. Contract summary
| Item | Detail |
|---|---|
| Customer | Harrowden Foods, Leicester |
| Tier | Growth |
| Licensed users | 40 |
| Annual recurring revenue (contracted) | £50,000 |
| Start | 5 Jan 2026 |
| Current term ends | 4 Jan 2027 |
| Industry | Food manufacturing |
The executed order form remains the source of truth for price and terms. Nothing in this plan changes them.
Read the whole document (7,095 characters)
3. Goals
- Give the commercial insights team one place to see each retailer account with its orders and complaint history.
- Give the customer service team a fast answer to "what is the history with this retailer?" without switching between tools.
- Reach a point where the teams ask the brain their everyday questions first, before opening the source systems.
- Leave Harrowden Foods with named internal owners who can keep the brain healthy after hand-over.
4. Roles
| Role | Person | Responsibility |
|---|---|---|
| Implementation Consultant | Hamza Akhtar | Day-to-day delivery, connector set-up, data checks, training sessions |
| Account owner | Lewis Kerr | Commercial terms and any scope change |
| Customer success manager | Amara Obi | Adoption after go-live, review meetings, renewal conversation |
| Harrowden Foods sponsor | A senior leader on the commercial side | Priorities, removing blockers, sign-off at go-live |
| Harrowden Foods data contact | A named colleague in IT | Snowflake access, source system access, security questions |
| Team leads | One from commercial insights, one from customer service | Question lists, testing, user nominations |
5. Phases
Phase 1: Kick-off and access
| Activity | Owner | Output |
|---|---|---|
| Kick-off call with sponsor and team leads | Hamza Akhtar | Agreed goals and working pattern |
| Confirm the Snowflake account and the access BB-Demo needs | Harrowden Foods data contact | Access in place |
| Agree which source systems come first | Sponsor and team leads | Ordered connector list |
| Collect the first list of real questions each team wants answered | Team leads | Question list |
Phase 2: Connect and load
| Activity | Owner | Output |
|---|---|---|
| Connect the CRM holding retailer accounts | Hamza Akhtar | Retailer accounts indexed |
| Connect the helpdesk holding service-level complaints | Hamza Akhtar | Complaint history indexed |
| Connect the order data | Hamza Akhtar with the data contact | Orders linked to retailer accounts |
| Check record matching across systems | Hamza Akhtar | Short note on matches and gaps |
The Growth tier includes up to eight connectors. We will start with the three sources above and decide on any further connectors once the first results are reviewed.
Phase 3: Test on real questions
| Activity | Owner | Output |
|---|---|---|
| Run the team question lists against the brain | Hamza Akhtar | Answers reviewed with team leads |
| Fix naming, duplicates and mismatched retailer records | Hamza Akhtar and team leads | Cleaner matching |
| Confirm the nightly refresh completes before the working day starts | Hamza Akhtar | Refresh checked on business days |
| Build the first dashboards with the commercial insights team | Hamza Akhtar | First shared dashboards |
Phase 4: Train and go live
| Activity | Owner | Output |
|---|---|---|
| Training session for commercial insights | Hamza Akhtar | Team confident with pages, chat and search |
| Training session for customer service | Hamza Akhtar | Team confident with complaint and order lookups |
| Nominate admins and agree who manages users | Sponsor | Named admins |
| Go-live review and sign-off | Sponsor and Hamza Akhtar | Go-live confirmed |
Phase 5: Hand-over
| Activity | Owner | Output |
|---|---|---|
| Hand-over to Amara Obi | Hamza Akhtar | Written hand-over note |
| First review of usage and questions asked | Amara Obi | Adoption summary |
| Plan for wider rollout up to the licensed users | Amara Obi and sponsor | Rollout plan |
6. Adoption approach
The brain only earns its keep when people ask it things. To make that happen we will:
- start with a small group of committed users in each team and widen from there;
- use the teams' own questions from phase one as the test material, so early answers feel relevant;
- ask for more than one admin on the Harrowden Foods side, so that no single person holds the knowledge;
- track questions asked, active users and records indexed, and review them together after go-live.
The licence covers 40 users. We expect the early group to be much smaller, with wider rollout following once the answers are trusted.
7. Risks and how we will handle them
| Risk | Mitigation |
|---|---|
| Retailer names differ between the CRM, helpdesk and order data | Matching review in phase three, with team leads confirming edge cases |
| Delays in getting source system access | Data contact named at kick-off; Lewis Kerr escalates if access stalls |
| Two sites with different ways of recording complaints | Review both patterns with customer service before building dashboards |
| One enthusiastic user asks most of the questions | Wider training and a rollout plan in phase five |
| Data goes stale after a system change | Data contact tells Hamza Akhtar or Amara Obi before any change to a connected system |
8. Success measures
We will consider onboarding successful when:
- the three starting sources are connected and refreshing reliably;
- both teams have been trained and are using the brain for live work;
- named admins are in place on the Harrowden Foods side;
- the sponsor has signed off go-live;
- a rollout plan exists for bringing the remaining licensed users on.
9. Communication
- A short weekly check-in between Hamza Akhtar and the team leads during phases one to four.
- A written note after each phase, shared with the sponsor.
- Any change to scope or commercial terms goes through Lewis Kerr.
- After hand-over, Amara Obi is the main contact for adoption and for the renewal conversation ahead of 4 Jan 2027.
10. Sign-off
| Role | Name |
|---|---|
| Implementation Consultant, BB-Demo | Hamza Akhtar |
| Account owner, BB-Demo | Lewis Kerr |
| Customer success manager, BB-Demo | Amara Obi |
| Sponsor, Harrowden Foods | Commercial leadership representative |
Plan issued on 5 Jan 2026.
Unusual terms
Current to 9 Oct 26- Contract figures restated in a plan, not an order form
- Sponsor and data contact named by role only