Ashwell Mercer Interiors - Onboarding Plan
Documentfinal Ashwell Mercer Interiors · onboarding plan · final · 28 Aug 2024
BG-Demo's onboarding plan, issued 28 Aug 2024, takes Ashwell Mercer Interiors from signature to handover on the Growth tier with 40 licensed users. It states contracted annual recurring revenue of £40k and a term of 23 Aug 2024 to 22 Aug 2025. It sets no availability or P1 figures.
What it says
What this says
As at Fri 9 Oct 2026BG-Demo's onboarding plan, issued 28 Aug 2024, takes Ashwell Mercer Interiors from signature to handover on the Growth tier with 40 licensed users. It states contracted annual recurring revenue of £40k and a term of 23 Aug 2024 to 22 Aug 2025. It sets no availability or P1 figures.
What it is: a five-phase plan (access, connect and map, first refresh, roll-out, handover) written by Callie Brennan, with exit checks per phase. Stored status is final and the text says "Status: Final".
Commits: the nightly refresh "completes by 07:00 on business days", users are invited "up to the licensed allowance of 40", and the setup note and handover to Marcus Bell close the plan. The table states contracted annual recurring revenue of £40k and a contract end of 22 Aug 2025.
Unusual: no customer contacts are named for the sponsor, administrator or IT contact. The plan itself flags one administrator as a key-person risk.
Not settled: it is not an order form, so it does not settle executed price, service credits, availability or connector delivery dates. It also gives no renewal mechanism beyond the stated end date, and the contract end is past against the as-of date.
As found in this document
As at Fri 9 Oct 2026- Date end22 Aug 2025Source: the AI read of this record
- Date start23 Aug 2024Source: the AI read of this record
- TierGrowthSource: the AI read of this record
- Contracted annual recurring revenue£39,600Source: the AI read of this record
- Licensed users40Source: the AI read of this record
- Contract start23 Aug 2024Source: the AI read of this record
- Contract end22 Aug 2025Source: the AI read of this record
- Nightly refreshcompletes by 07:00 on business daysSource: the AI read of this record
The document
Body
Ashwell Mercer Interiors - Onboarding Plan
Status: Final Prepared by: Callie Brennan, Implementation Consultant, BG-Demo Date issued: 28 Aug 2024 Customer since: 23 Aug 2024 Account owner: Priya Raman Customer success manager: Marcus Bell
1. Purpose
This plan sets out how we take Ashwell Mercer Interiors from signature to a B-Glass that your project, commercial and credit-control teams use every day. Ashwell Mercer Interiors bought the Growth tier so that each client's projects, variations, calls and invoices can be seen together, instead of being pieced together by hand from separate systems.
Before we switch on the refresh, everything below needs an owner and a date. The plan is written so that your administrator can run the brain alone once we hand over.
2. What has been agreed
| Item | Detail |
|---|---|
| Tier | Growth |
| Contracted annual recurring revenue | £40k |
| Licensed users | 40 |
| Contract start | 23 Aug 2024 |
| Contract end | 22 Aug 2025 |
| Where it runs | Inside your own Snowflake account |
| Teams in scope | Project delivery, commercial, credit control |
Read the whole document (6,624 characters)
The Growth tier includes the dashboards builder and quarterly business reviews, which Marcus will run once the brain has settled in.
3. Roles
| Person | Organisation | Role in onboarding |
|---|---|---|
| Callie Brennan | BG-Demo | Runs implementation: connectors, field mapping, first refresh, setup note and handover |
| Marcus Bell | BG-Demo | Customer success manager: adoption, review cadence and the renewal conversation |
| Priya Raman | BG-Demo | Account owner: commercial terms and any change to scope |
| Your project sponsor | Ashwell Mercer Interiors | Agrees priorities between the three teams and unblocks decisions |
| Your administrator | Ashwell Mercer Interiors | Provides access, owns the brain after handover |
| Your IT contact | Ashwell Mercer Interiors | Grants Snowflake and source-system access |
We do not yet have named customer contacts on file for the last three roles. Please tell Callie who they are in your first reply to this plan.
4. Phases
Phase one: access and kickoff
What I need from your side is written access to every source before we begin. I will not start a connector without it.
- Snowflake account details and a role for the BG-Demo deployment, agreed with your IT contact.
- Credentials for the CRM, the call recorder and the accounting system, supplied before the kickoff and not after.
- A named administrator, ideally with a deputy, so that the brain is never dependent on one person.
- A short list of the questions each team most wants answered. This drives the order in which we connect things.
Exit check: all credentials received in writing, and the kickoff held with the sponsor and administrator present.
Phase two: connect and map
We connect the sources one at a time and check each before moving on.
- Connect the CRM and confirm that clients, contacts and projects arrive with the right owners.
- Connect the accounting system so that invoices and payment status sit against the right client.
- Connect the call recorder so that calls are linked to the client and project they belong to.
- Map project and variation fields to the brain's client view. I will say that a mapping is clean only once I have checked it against real records, not before.
Exit check: each connector loads, record counts are reconciled with a sample from the source, and any field we could not map is written down with a reason.
Phase three: first refresh and review
- Run the first full refresh and compare the results with what your teams already know to be true about three or four live projects.
- Confirm that the nightly refresh completes by 07:00 on business days.
- Agree any corrections with the administrator, then re-run.
Exit check: your sponsor signs off that the brain answers a handful of real questions correctly from each team.
Phase four: roll-out and training
- Short sessions for each of the three teams, built around their own questions and their own data.
- Administrator training: adding users, managing connectors and reading refresh status.
- Invite the users up to the licensed allowance of 40, starting with the people who will ask the most questions.
- Build the first dashboards with each team so that they own them from the start.
Exit check: every team has asked real questions in the brain, and the administrator has completed a user change and a connector check unaided.
Phase five: handover
- I write the setup note: sources connected, mappings, known gaps, refresh timing and who to contact.
- Formal handover from implementation to Marcus Bell for adoption and the review cadence.
- First review date agreed with your sponsor.
Exit check: setup note received by the administrator and acknowledged, and handover meeting held.
5. Success measures
We will judge the onboarding by these, in order of importance:
- Questions asked across all three teams, and how widely they are spread across people.
- Every agreed source loading, with records indexed rising rather than flat.
- More than one administrator able to run the brain.
- Users active against the licensed allowance, so we can see headroom early.
- Dashboards built by your own people.
The account has no usage history yet, so there is nothing to compare against. We will establish the baseline in the first weeks and report it at the first review.
6. Risks and how we handle them
| Risk | Why it matters | Mitigation |
|---|---|---|
| Credentials arrive late | Delays the whole sequence | Request them at kickoff, and do not start a connector without them |
| One administrator only | Key-person risk if they move on | Name a deputy and train both |
| A source system changes during onboarding | A connector can stop loading quietly | Ask your IT contact to tell us before any change |
| One team dominates early use | Value is not shared across the three teams | Build team-specific questions and dashboards in phase four |
7. Communication
- A short written update from me at the end of each phase.
- A single shared list of open points, reviewed at each exit check.
- Anything that touches price, scope or terms goes to Priya Raman. Anything about adoption after handover goes to Marcus Bell.
8. Next steps
- Reply with your sponsor, administrator and IT contact.
- Send the written access for each source.
- Confirm the kickoff slot.
That maps cleanly onto the phases above, and once those three are in I will confirm the sequence in writing.
Thanks, Callie
Unusual terms
As at Fri 9 Oct 2026- No named customer sponsor, administrator or IT contact
- Single administrator flagged as key-person risk