Brimscombe Energy - QBR
Documentfinal Brimscombe Energy · qbr_deck · final · 2025-09-22
Final version 1 QBR deck for an Enterprise customer, dated 22 Sep 2025. It calls the account steady rather than growing: around forty active users against 180 licensed, with the term ending 9 Jan 2026 and contracted annual recurring revenue of £115k.
What it says
What this says
Current to 13 Oct 26Final version 1 QBR deck for an Enterprise customer, dated 22 Sep 2025. It calls the account steady rather than growing: around forty active users against 180 licensed, with the term ending 9 Jan 2026 and contracted annual recurring revenue of £115k.
What it is: a customer-facing quarterly business review prepared by Daniel Okafor, with Tom Ashdown named as account owner. It says the contract is in good order, with "no overdue invoices" and three tickets in thirty days, none high priority.
Commits: it sets out proposed next steps, not contractual terms. Daniel is to review team adoption and agree value measures, and Tom is to hold the "Commercial conversation on the renewal" ahead of 9 Jan 2026.
Unusual: the deck states that the brain "is being used by a small part of the people it was licensed for", and that there is no shared written measure of value. It also says Enterprise service levels apply under the executed order form, without restating them.
Not settled: the deck does not state the price, availability or response times, and does not record what was agreed in the meeting. It is dated before the term end, so it does not show the renewal outcome.
As found in this document
Current to 9 Oct 26- Date end9 Jan 2026Source: object_read:doc_154_011
- Date renewal9 Jan 2026Source: object_read:doc_154_011
- Date start10 Jan 2025Source: object_read:doc_154_011
- Service levelsEnterprise service levels apply under the executed order formEnterprise service levels apply under the executed order form · Source: object_read:doc_154_011
The document
Body
Brimscombe Energy - QBR
Quarterly business review | Final | Version 1
Prepared by Daniel Okafor, Customer Success Manager, BB-Demo Account owner: Tom Ashdown Review date: 22 Sep 2025
1. Why we are meeting
Thank you for your time. This review looks at how the company brain is being used at Brimscombe Energy since go-live, what is working, where there is room to do more, and what we would like to agree before the term comes to an end.
| Item | Detail |
|---|---|
| Customer | Brimscombe Energy, Gloucester |
| Tier | Enterprise |
| Customer since | Friday 10 January 2025 |
| Current term ends | 9 Jan 2026 |
| Contracted annual recurring revenue | £115k |
| Licensed users | 180 |
Brimscombe bought the brain so that the key-account, collections and complaints teams can see each business customer's sites, contracts, calls and bills together, rather than reconciling them by hand across systems. Everything below is measured against that purpose.
2. Where the account stands
Read the whole document (5,462 characters)
- The contract is in good order and there are no overdue invoices.
- Support has been quiet: three tickets in the last thirty days, none of them high priority.
- Active use sits at around forty people on a thirty-day average, against 180 licensed users.
- Active users are a little lower than in the previous quarter, by less than a tenth.
Overall we would describe the account as steady rather than growing. Nothing is broken, but the brain is being used by a small part of the people it was licensed for.
3. Usage
| Measure | Reading | What it tells us |
|---|---|---|
| Active users (thirty-day average) | Around forty | A core group of regular users, well below the licensed number |
| Change on the prior quarter | A modest fall | Worth understanding before it becomes a trend |
| Licensed users | 180 | Plenty of headroom already paid for |
The gap between licensed and active users is the main point of this review. A fall of this size is not alarming by itself, but it is the direction we want to reverse, and it is easier to do so now than close to the end of the term.
We would like to check with you which of the three teams the regular users sit in, and whether any team has not yet adopted the brain in its day-to-day work.
4. Value delivered
What we have seen working, in general terms:
- Key accounts: one place to see a business customer's sites, contracts and recent calls before a conversation.
- Collections: bills and contract context alongside the customer's history, so fewer questions need to be chased across systems.
- Complaints: the related calls and billing context in one view, so a complaint can be understood without opening several tools.
We do not yet have a shared, written measure of what the brain is worth to Brimscombe, such as time saved or fewer escalations. We would like to agree one or two simple measures with you in this review so that the value is visible at renewal.
5. Support and service
| Area | Position |
|---|---|
| Tickets, last thirty days | Three |
| High priority tickets | None |
| Overdue invoices | None |
| Service levels | Enterprise service levels apply under the executed order form |
A low ticket count from a user base that is not growing can mean either that things are going well or that people have stopped asking. We would like to hear from you which it is, and whether the teams know how to reach us quickly when something looks wrong.
6. Opportunities
- Wider adoption inside the licence. With 180 licensed users and far fewer active, the quickest gain is getting more of the existing licence into regular use, not buying more.
- Team enablement. Short, practical sessions for the key-account, collections and complaints teams, built on their own customers' data.
- A named value measure. Agree what good looks like for each team so progress can be reviewed at the next check-in.
- Dashboards. Teams that build their own dashboards tend to stay with the brain; we can help identify two or three that matter to each team.
7. Risks to keep in view
- Adoption: a small active group relative to the licence makes the value case harder to tell at renewal.
- Key people: if a small number of people ask most of the questions, the account depends on them. We would like to understand who they are and how to widen the circle.
- Time: the current term ends on 9 Jan 2026, so the time to show a change in use is the coming weeks.
8. Proposed next steps
| Action | Owner | Timing |
|---|---|---|
| Review which teams the regular users sit in and where adoption is thin | Daniel Okafor with Brimscombe Energy | Before the next check-in |
| Agree one or two value measures per team | Daniel Okafor with Brimscombe Energy | Within the next few weeks |
| Offer enablement sessions to the teams with the lowest use | Daniel Okafor | After the above is agreed |
| Commercial conversation on the renewal | Tom Ashdown | Ahead of the term ending on 9 Jan 2026 |
Just to close the loop: I will come back to you with a short written summary of what we agreed today, and how the team is finding it will be the first question at our next conversation.
Best wishes, Daniel
9. Sign-off
| Prepared by | Daniel Okafor, Customer Success Manager, BB-Demo |
| Commercial owner | Tom Ashdown, Account Owner, BB-Demo |
| Status | Final, version 1 |
| Date | 22 Sep 2025 |
Unusual terms
Current to 9 Oct 26- Around forty active users against 180 licensed
- No written value measure agreed