Quarrington Care Network - Success Plan
Documentfinal Quarrington Care Network · success_plan · final · 2026-07-15
A final success plan prepared by Hollie Grieve on 15 Jul 2026 for a Growth-tier customer whose term ends 29 Apr 2027. It sets outcomes, four phases and risks, and states contracted recurring revenue of £50k. It restates no service figures.
What it says
What this says
Current to 11 Oct 26A final success plan prepared by Hollie Grieve on 15 Jul 2026 for a Growth-tier customer whose term ends 29 Apr 2027. It sets outcomes, four phases and risks, and states contracted recurring revenue of £50k. It restates no service figures.
What it is: a customer success plan, stored and written as Final, prepared by Hollie Grieve for Quarrington Care Network. It runs from go-live on Thursday 30 Apr 2026 to the end of the term on 29 Apr 2027.
Commits: it is a plan, not a contract. It assigns owners and checkpoints, and says "Hollie Grieve gives the formal renewal notice in good time before the term ends."
Unusual: the customer works under a business associate agreement because of HIPAA. The plan also notes one high-priority ticket to review.
Not settled: the plan says service levels come from the executed order form and "If the order form says anything different, the order form decides." It gives no availability or response figures, no renewal price and no review dates.
As found in this document
Current to 9 Oct 26- Date end29 Apr 2027Source: object_read:doc_079_009
- Date renewal29 Apr 2027Source: object_read:doc_079_009
- Date start30 Apr 2026Source: object_read:doc_079_009
- Service credits on GrowthService credits on Growth cover availability only.Service credits on Growth cover availability only. · Source: object_read:doc_079_009
- Nightly refreshThe nightly refresh is expected to complete before the start of each business day, customer local time.The nightly refresh is expected to complete before the start of each business day, customer local time. · Source: object_read:doc_079_009
- Renewal noticeHollie Grieve gives the formal renewal notice in good time before the term ends.Hollie Grieve gives the formal renewal notice in good time before the term ends. · Source: object_read:doc_079_009
- Service levelsthe Growth availability and support response levels apply, as set out in the executed order formthe Growth availability and support response levels apply, as set out in the executed order form · Source: object_read:doc_079_009
The document
Body
Quarrington Care Network - Success Plan
Status: Final Prepared by: Hollie Grieve, Customer Success Manager, BB-Demo Account owner: Jordan Pike, BB-Demo Date: 15 Jul 2026
Purpose of this plan
This plan sets out how BB-Demo and Quarrington Care Network will make sure the company brain keeps earning its place across the first contract year. It covers what success looks like for the customer, who owns what on each side, and the checkpoints between now and the end of the term on 29 Apr 2027.
Quarrington Care Network is a home-health and hospice operator with about sixty branches across Illinois, Indiana and Wisconsin. It joined BB-Demo on Thursday 30 Apr 2026 on the Growth tier, under a business associate agreement, because it is subject to HIPAA. The brain runs inside the customer's own Snowflake account.
Account summary
Read the whole document (8,083 characters)
| Item | Detail |
|---|---|
| Customer | Quarrington Care Network |
| Industry | Healthcare services |
| Headquarters | Chicago |
| Tier | Growth |
| Customer since | Thursday 30 Apr 2026 |
| Contract end | 29 Apr 2027 |
| Annual recurring revenue (contracted) | £50k |
| Licensed users | 40 |
| BB-Demo account owner | Jordan Pike |
| BB-Demo Customer Success Manager | Hollie Grieve |
Why Quarrington bought
The referral-relations and patient-services teams were each holding part of the picture of every referring hospital. Calls sat in one place, tickets in another and contracts in a third, and staff spent time reconciling them by hand before they could answer a simple question about a relationship.
The business case is therefore simple: let both teams see each referring hospital's calls, tickets and contracts together, and ask questions of that combined view in plain language.
Where we are today
The account is in a healthy position at the date of this plan.
- Adoption: the number of people using the brain each day has grown sharply compared with the previous quarter. That growth is from a small starting point, as expected after go-live, and use is still well below the licensed users, so there is plenty of headroom.
- Support: the customer raised a single ticket in the last month, and it was flagged high priority. It is worth reviewing in the first check-in, but the overall volume is low and consistent with a team that is getting on with using the product rather than struggling with it.
- Commercial: there are no overdue invoices. Payment is on time and the account is in good standing.
- Sentiment: the tone of recent contact is positive. The teams are engaged and asking for more, not less.
Success outcomes
We will judge this plan by outcomes the customer can see, not by activity counts alone.
| Outcome | What good looks like | Owner |
|---|---|---|
| One view of each referring hospital | Referral-relations staff open a hospital page and see calls, tickets and contracts together without switching systems | Customer referral-relations lead |
| Questions replace reconciliation | Patient-services staff ask the brain instead of assembling answers by hand | Customer patient-services lead |
| Broad, steady use | Active use spreads across both teams and is not concentrated in one or two people | Hollie Grieve |
| Data the teams trust | Nightly refresh lands as expected and staff do not raise freshness doubts | Hollie Grieve with the customer's IT contact |
| Compliance confidence | Access and data handling stay within the business associate agreement and the customer's HIPAA obligations | Customer compliance owner, supported by Jordan Pike |
Phases and milestones
Phase one: embed (now to the end of the summer)
- Hold a short review of the high-priority ticket with the customer's IT contact and confirm it is fully resolved.
- Confirm which connected sources are loading as expected, and note any that are not.
- Run a how-to session for each team, using the customer's own hospitals and real questions.
- Identify two or three named champions in each team who will help colleagues.
Phase two: deepen (autumn)
- Use the dashboards builder, included in Growth, to build the views each team checks every week. Dashboards built by the customer are a good sign of investment, so we will encourage the teams to own them.
- Hold the first quarterly business review. It will cover usage, questions asked, who is asking them, issues raised and the plan for the next quarter.
- Review which teams or branches are not yet using the brain and agree how to bring them in.
Phase three: prove value (winter into spring)
- Agree with the customer two or three concrete examples where the brain saved time or changed a decision, in the customer's own words.
- Hold the second quarterly business review and write the value case together, so that the renewal conversation starts from evidence.
- Look at whether the licensed users and connector allowance fit the way the teams now work, and whether any further team should be added.
Phase four: renew (ahead of 29 Apr 2027)
- Hollie Grieve gives the formal renewal notice in good time before the term ends.
- Jordan Pike and Hollie Grieve meet the customer's sponsor to agree the renewal and any growth in scope.
- Pricing at renewal follows the price book that applies to the contract. Anything that changes will be explained in writing before the renewal conversation, not during it.
Risks and how we will watch them
| Risk | Why it matters | How we will watch it |
|---|---|---|
| Reliance on a few heavy users | If one or two people ask most of the questions, losing them loses most of the value | Review who asks questions at every quarterly review |
| Source changes | If the customer changes a system, a connector can stop loading and the brain goes stale quietly | Track records indexed and connectors configured, and ask the IT contact to tell us about planned changes |
| Data freshness | Staff stop trusting answers if they suspect old data | Check the nightly refresh and respond to any freshness ticket quickly |
| Sponsor change | A new executive may not know why the brain was bought | Keep the value case current and be ready to brief any new sponsor |
| Compliance expectations | The customer is subject to HIPAA and works under a business associate agreement | Route any compliance question to Jordan Pike and keep the customer's compliance owner informed |
Service commitments
The account is on Growth, so the Growth availability and support response levels apply, as set out in the executed order form. Service credits on Growth cover availability only. The nightly refresh is expected to complete before the start of each business day, customer local time. If the order form says anything different, the order form decides.
Opportunities to watch
Because active use is well below the licensed users, there is no pressure on seats today. If use keeps growing at its current pace, we will talk about additional users or connectors in good time, so that the customer is never blocked. We will also keep an eye on whether other teams, such as finance or HR, start asking for the same single view that referral-relations and patient-services now have.
Governance
- Day-to-day contact: Hollie Grieve for adoption, support routing and the quarterly reviews.
- Commercial contact: Jordan Pike for contract questions, scope changes and renewal terms.
- Cadence: a short check-in between quarterly business reviews, with the plan refreshed after each review.
- Escalation: anything urgent goes to Hollie Grieve first, and to Jordan Pike if it concerns the contract or the business associate agreement.
Next steps
- Hollie Grieve to review the single high-priority ticket with the customer's IT contact and confirm closure.
- Hollie Grieve to agree the date of the first quarterly business review with the customer's sponsor.
- Jordan Pike to confirm with the customer's compliance owner that nothing in the way the brain is used has changed under the business associate agreement.
- Both teams at the customer to name their champions.
Unusual terms
Current to 9 Oct 26- Business associate agreement under HIPAA
- Contracted recurring revenue of £50,000 stated