Wexmoor Property Group - QBR
Documentfinal Wexmoor Property Group: documents · qbr_deck · final · 2026-09-20
Final quarterly business review deck for Wexmoor Property Group, prepared 20 Sep 2026 by Elena Novak. It reports about seven active users against forty licensed, one high priority ticket, no overdue invoices, and a term ending 1 Feb 2027.
What it says
What this says
Current to 11 Oct 26Final quarterly business review deck for Wexmoor Property Group, prepared 20 Sep 2026 by Elena Novak. It reports about seven active users against forty licensed, one high priority ticket, no overdue invoices, and a term ending 1 Feb 2027.
What it is: a BB-Demo authored QBR deck for a Growth tier customer, marked final, version one. It is an internal review with a customer-facing plan, not a contract.
Reports: "Active users over the last thirty days averaged about seven, against forty licensed users." Active users are down on the prior quarter, and a small group carries most activity, which the deck treats as key-person risk.
Commercial: the deck states contracted annual recurring revenue of £50,000 under the executed order form and a term ending 1 Feb 2027. No invoices are overdue, so renewal risk is framed as adoption and value, not billing.
Not settled: which teams have gone quiet and why, whether the high priority ticket is resolved, and any quantified value measure. The deck sets no dates for its actions beyond relative wording.
As found in this document
Current to 9 Oct 26- Date end1 Feb 2027Source: object_read:doc_010_011
The document
Body
Wexmoor Property Group - QBR
Quarterly business review, prepared 20 Sep 2026
Presented by Elena Novak, Customer Success Manager, BB-Demo Account owner: Jordan Pike, BB-Demo
Status: Final, version one
Agenda
To confirm, this review covers the following, as agreed:
- Where the account stands: tier, term and contracted value
- How the brain is being used and how that has moved since the prior quarter
- Support and service over the last month
- What is working and where the value shows
- Risks and open questions
- Plan and actions to the end of the term
Account snapshot
| Item | Position |
|---|---|
| Organisation | Wexmoor Property Group, Chicago |
| Sector | Commercial property management: office and light-industrial portfolios across the Midwest |
| Tier | Growth |
| Customer since | 2 Feb 2026 |
| Current term ends | 1 Feb 2027 |
| Contracted annual recurring revenue | £50,000 |
| Licensed users | 40 |
| Invoices overdue | None |
Read the whole document (6,146 characters)
Wexmoor bought the brain so that operations can see tenant tickets, lease-renewal calls and service contracts in one place, rather than reconciling them by hand across systems. The brain runs inside Wexmoor's own Snowflake account.
Usage: headline
- Active users over the last thirty days averaged about seven, against forty licensed users.
- Active users are lower than in the prior quarter. The fall is modest but it is the wrong direction, and it is the main point for discussion today.
- Usage sits well below the Growth user allowance. That is headroom in the sense of unused seats, not headroom for an upgrade.
What the evidence does not show: the records we hold give an average for the period and a quarter-on-quarter comparison. They do not tell us which teams have gone quiet or why. That is the first thing to establish with Wexmoor.
Usage: reading the trend
- A small group of regular users is carrying most of the activity. We should treat that as a key-person risk until we can show a wider base.
- With the number of licensed seats being far above the number of active users, the question for the next quarter is adoption across the operations teams, not capacity.
- Questions asked is the best single measure of value. We will bring the month-on-month view of questions, and who is asking them, to the follow-up session.
Value delivered
Based on what Wexmoor told us at the start of the term, the value case rests on three things:
- Tenant tickets: operations can see the history of a tenant's requests alongside the lease and the service contract.
- Lease-renewal calls: call content is searchable, so account teams do not need to rely on memory or notes.
- Service contracts: the terms sit next to the activity, which shortens the time to answer "what are we obliged to do here".
We do not yet have a quantified saving from Wexmoor. Agreeing one or two concrete measures with the customer is an action below, so that the value is stated in the customer's own terms before the renewal conversation.
Support and service
- Over the last thirty days Wexmoor raised a single ticket, and that ticket was high priority.
- Ticket volume is very low. Taken alongside the lower active-user count, this reads as a quiet account rather than a problem account, but quiet can precede disengagement, so we are not treating it as simply good news.
- Nightly refresh and availability are covered by the Growth service level. No service credit position is raised in this review.
Action for BB-Demo: Elena to confirm with Wexmoor that the high priority ticket has been resolved to their satisfaction and to record the outcome in writing.
Commercial position
- Contracted annual recurring revenue is £50,000 under the executed order form.
- No overdue invoices. Wexmoor pays on time, so there is no money risk on the account.
- The current term ends on 1 Feb 2027. The renewal conversation sits with the CSM, with Jordan Pike owning commercial terms.
- Because payment is healthy, any renewal risk is a value and adoption question, not a billing one.
Risks
- Adoption: active users are down on the prior quarter and far below the licensed number.
- Concentration: a few people appear to account for most use. If one of them moves on, usage could fall sharply.
- Value story: no agreed, quantified measure of value yet to take into the renewal.
- Visibility: we do not currently know which teams or portfolios are not using the brain.
Opportunities
- The Growth tier includes the dashboards builder. Dashboards built by Wexmoor would show investment by the customer and give managers a reason to return. We should ask whether any have been built and, if not, offer a working session.
- Quarterly QBRs are part of the Growth tier. Holding them on a regular rhythm gives us a natural place to track adoption.
- If a wider group of operations staff come on, the existing seats already cover them. No commercial change is needed to grow usage.
Plan to the end of the term
| Action | Owner at BB-Demo | Customer contact | By when |
|---|---|---|---|
| Confirm the high priority ticket is closed and record the outcome | Elena Novak | Wexmoor operations lead | Within the next week |
| Identify which teams and portfolios are not using the brain, and why | Elena Novak | Wexmoor operations lead | Within the next few weeks |
| Run a short adoption and dashboards session for operations | Elena Novak | Wexmoor operations team | Before the end of the quarter |
| Agree one or two measures of value in Wexmoor's own terms | Elena Novak with Jordan Pike | Wexmoor operations lead | Before the renewal notice is due |
| Open the renewal conversation | Jordan Pike with Elena Novak | Wexmoor budget holder | Well ahead of 1 Feb 2027 |
Next steps and written actions
As agreed, I will make sure that these points are sent in writing after the session:
- The summary of usage and what we still need to learn about it
- The action table above, with owners
- A proposed date for the follow-up review once the adoption picture is clearer
Kind regards, Elena