Brenneck Pay - Success Plan

Why Brenneck Pay bought

Brenneck Pay chose Growth so that two groups who previously looked at merchants separately would work from one shared view of each merchant:

• merchant account managers, who own the commercial relationship;
• merchant risk, who monitor behaviour and exposure.

The data must stay in an EU region, and this was a condition of the purchase. The success of the plan is therefore measured against two questions. Do account managers and risk analysts reach for the brain before they open the underlying systems one by one? And can either group answer a question about a merchant without asking the other team to pull a report?

Where the account stands

The account is in a good position at the start of the term.

• Adoption. The number of people active in a typical month has grown strongly compared with the previous quarter. It is still well below the number of licences, so there is plenty of headroom within the 40 licensed users.
• Support. There has been one ticket in the last thirty days, and it was a high-priority one. It is being handled under the Growth service level. Nothing else is open that needs the attention of either side.
• Commercial. There are no overdue invoices.
• Sentiment. Feedback so far has been positive, and the customer has been constructive about what it wants next.

As agreed, I will not describe this as proven value yet. The usage trend is encouraging, but the evidence of business value will come from the first quarterly review and from what Brenneck Pay says about its own work.

Objectives for the term

Phases and milestones

Phase one: embed (now, through the next few weeks)

• Confirm the list of named users in each team and who is still waiting for access.
• Agree the five or six questions each team asks most often about a merchant, and make sure the brain answers them well.
• Review the one open high-priority ticket with the customer and confirm in writing that it is resolved.
• Keep the dashboards builder in view as a Growth feature, and agree with the customer who would build the first dashboards.

Phase two: extend (the following months)

• Hold the first quarterly business review and share usage by team, so that it is clear which group is leading and which needs help.
• Agree whether any further data sources should be connected, within the Growth connector allowance.
• Identify the people who ask the most questions and make sure the usage does not depend on one or two individuals.
• Run a short enablement session for merchant risk if their usage trails account management, or the other way round.

Phase three: prove and renew (the final months of the term)

• Hold the quarterly reviews on their normal rhythm and record each outcome in writing.
• Collect two or three concrete examples of work that was faster or better because of the brain.
• Start the renewal conversation in good time before 2 Feb 2027, using the BB-Demo renewal notice process.
• Review whether licences, connectors or a wider group of teams point to an upgrade conversation.

Risks and how we will manage them

Cadence and communication

• Quarterly business reviews, as included in the Growth tier, with an agenda sent beforehand and written actions afterwards.
• A short written update from Elena Novak after any significant ticket or change.
• Escalation to Matteo Ricci for any commercial question, including users, connectors or scope.

I will make sure that every meeting ends with actions, owners and dates written down. Where an action depends on a BB-Demo finance or billing colleague, I will check with them before any date is given to the customer.

What this plan does not cover

This plan does not change the contract. The executed order form remains the reference for price, term and service levels. Nothing here is a commitment to additional products or add-ons; if the customer wishes to discuss them, Matteo Ricci will provide a separate written proposal.

Approval

Kind regards, Elena