What it says
What this says
Current to 11 Oct 26Final board pack presented 17 Apr 2024 by Nell Ashcombe. It reports contracted ARR of £114,075, 6 customers and headcount of 11 at 31 Mar 2024, and asks the board to note the position and keep named account reviews.
What it is: an internal board pack for the quarter ending 31 Mar 2024, prepared by Nell Ashcombe, Chief Executive Officer and Co-founder, and presented 17 Apr 2024. It is for the board and leadership.
Claims: ARR here means "contracted annual subscription value as it stands in the executed order forms", excluding one-off implementation fees. The figures are £114,075 ARR, 6 customers and 11 people.
Asks: the board is asked to note the position, continue named account reviews and tie hiring to signed demand and delivery load.
Not settled: the pack says it does not show a comparison with the previous quarter, a split of ARR by tier, or a pipeline forecast. It is a point-in-time record from 2024 and is not current as of 2026-10-09.
As found in this document
The document
Body
BB-Demo - Board Pack - quarter to 31 Mar 2024
Status: Final Prepared by: Nell Ashcombe, Chief Executive Officer and Co-founder Presented: 17 Apr 2024 Period covered: the quarter ending 31 Mar 2024
Headline numbers
Three numbers lead this pack. Everything else is commentary on them.
| Measure | Position at 31 Mar 2024 |
|---|---|
| Annual recurring revenue (contracted) | £114,075 |
| Customers | 6 |
| Headcount | 11 |
ARR here means contracted annual subscription value as it stands in the executed order forms. It excludes one-off implementation fees. Where the CRM and the order forms disagree, the order forms win.
What this quarter says about the business
We are a small company with a small, close customer base. Six customers means every account is known personally by someone in the team, and every renewal is visible months ahead. It also means one lost account moves the ARR figure noticeably. The board should read the headline numbers with that in mind: this is a business where individual relationships carry real weight.
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The ARR figure is built from annual subscriptions billed in advance across the tiers we sell: Starter, Growth and Enterprise. Implementation fees are fixed and one-off, and they are reported separately from ARR so that nobody mistakes a good implementation quarter for recurring strength.
Revenue engine one: the subscription
- The contracted subscription base is the £114,075 above.
- Subscriptions are annual, in advance, on thirty-day terms.
- The test of this engine is simple: do customers renew, and at the right price?
- Our customer success owner for each account holds the renewal notice and the renewal conversation, and the account owner holds the commercial terms.
Commentary: with six customers, we can afford to review every account by name at each board meeting. I would like to keep doing that for as long as it is sensible, and to move to a cohort view only when the numbers make a named review impractical.
Revenue engine two: the next engagement
The second engine is growth inside existing accounts: extra users, extra connectors, a new team, or a move up a tier. At this size, the most credible growth comes from customers who are already asking the brain real questions every week, not from broad outbound effort.
What we watch for, account by account:
- users above the included number, which is headroom for an upgrade;
- connectors configured and whether records indexed keep rising;
- questions asked, and whether one person asks a large share of them;
- dashboards built by the customer, which shows their own investment.
Commentary: we do not yet have enough accounts for these signals to be statistical. They are prompts for a conversation, and I treat them as that.
Team and headcount
Headcount stands at 11 at the quarter end. The team covers delivery, customer success, sales, product and engineering, and the founders still do a good share of selling and customer work themselves.
Commentary:
- Delivery capacity is the constraint to watch. Each new implementation takes a fixed number of weeks of focused effort, and we should not sell faster than we can deliver well.
- Key-person risk is real in a team this size. Knowledge of each customer's data sources and quirks needs to be written down, not held in one head.
- Hiring decisions should follow signed demand, not the other way round.
Customers: how we read them
We judge customer health on what customers say first and on usage second, because usage lags. A customer who says the brain changed their Monday meeting is worth more to us than a chart going up. A customer who goes quiet while their user count falls is a worry, even without a single complaint.
This pack does not carry account-by-account usage tables. Those sit in the customer success notes and will be brought to the board where an account needs a decision.
Risks and open points
| Risk | Why it matters | Owner |
|---|---|---|
| Concentration | Six customers means one departure is a visible share of ARR | Nell Ashcombe |
| Delivery capacity | Implementations are fixed in scope and need dedicated people | Nell Ashcombe |
| Stale data | A brain that answers on old data loses its value quietly | Product and engineering |
| Champion departure | If the person who drives use leaves, adoption can stall | Customer success |
What the evidence in this pack does not show: a comparison with the previous quarter, a split of ARR by tier, or a pipeline forecast. Those are not included here and I would rather say so than estimate them.
Asks of the board
- Note the position at 31 Mar 2024: £114,075 ARR, 6 customers, 11 people.
- Agree that named account reviews continue at each meeting.
- Agree that hiring follows signed demand and delivery load.
Next steps
- Customer success to bring a short renewal calendar to the next meeting.
- Delivery to confirm capacity for the coming implementations before any new commitment is made.
- Finance to reconcile ARR against invoices and order forms once more ahead of the next pack, so that the headline figure is checked rather than assumed.
Best, Nell