Ashwell Mercer Interiors - Success Plan

Ashwell Mercer is a fit-out contractor working for landlords and corporate tenants across London and the Thames Valley. They chose Growth so that three groups see the same picture of each client:

• Project teams, who need the live position on each fit-out, including variations.
• Commercial teams, who need to know what has been agreed, what has been priced and what is still open.
• Credit control, who need calls, emails and invoices alongside the project record before chasing a payment.

The point of the brain for them is that nobody has to reconcile these views by hand before a client conversation.

Where things stand

• Adoption. Only a small share of the 40 licensed users are active in a typical month. Activity is up sharply on the prior quarter, which is encouraging, but it is growing from a low base and has not yet spread across all three teams.
• Support. There have been a couple of tickets in the last month, none of them high priority. That is a quiet picture and we should not read it as either good or bad until adoption widens.
• Billing. A couple of invoices are showing as overdue in accounting. I have not yet established the reason. It may be a simple processing delay on their side, or it may be something we got wrong on ours. Priya will check with our finance team before anyone raises it with the customer.
• Value story. Nobody at Ashwell Mercer has yet been asked to say, in their own words, what the brain has saved them. We need that before renewal.

Goals for the term

Plan of action

Now, through the rest of November 2024

• Marcus to share the usage figures with the customer sponsor and agree which team to focus on first.
• Priya to confirm with our finance team why the invoices are showing as overdue and to tell Marcus what to say, if anything.
• Marcus to check that every connector promised in the order form is loading and that records indexed are still moving.

Next few weeks

• Run a short hands-on session for each of the three teams, using their own projects and clients, so the examples are theirs.
• Identify two or three people in each team who can act as day-to-day champions, so the brain does not depend on a single enthusiast.
• Review the licensed users against the people who actually log in, and suggest sensible changes if the numbers do not match.

Through the middle of the term

• Hold the quarterly business review that comes with Growth, covering usage, questions asked, issues and plans.
• Look at whether the dashboards builder has been picked up, and help the commercial team build one view of open variations by client.
• Review support tickets by category (connector sync, data freshness, how-to) and check response times against the Growth service level.

Ahead of renewal

• Agree the written value summary with the customer sponsor.
• Marcus to start the renewal conversation in good time before the renewal notice window, with Priya joining for commercial terms.
• Price and term discussions sit with Priya. Marcus will bring the usage evidence.

Roles

How we will keep in touch

• A regular check-in between Marcus and the customer sponsor, short and practical. Happy to jump on a call whenever something looks off.
• A quarterly business review, as included in Growth.
• Marcus to flag anything unusual in usage or tickets to Priya straight away.

What this plan does not cover

This plan does not change the contract. The executed order form remains the record of price, term and service levels. If anything here is read differently from the order form, the order form wins.

Sign-off