Fenmoor Specialty Underwriting - Success Plan
Documentfinal Fenmoor Specialty Underwriting: documents · success_plan · final · 2024-09-18
Final success plan dated 18 Sep 2024 for Fenmoor's first Growth contract year, prepared by Daniel Okafor. It sets four outcomes and a phased plan to widen use beyond a small group. It states no price, availability figure or support response time.
What it says
What this says
Current to 11 Oct 26Final success plan dated 18 Sep 2024 for Fenmoor's first Growth contract year, prepared by Daniel Okafor. It sets four outcomes and a phased plan to widen use beyond a small group. It states no price, availability figure or support response time.
What it is: a customer success plan, not a contract. It says the subscription "started on 1 Jul 2024 and runs to 30 Jun 2025" on the Growth tier, and that nothing is wrong but "nothing is yet exciting".
Commits: BB-Demo only to actions. Daniel Okafor owns the check-in, a second-team session, a first customer-built dashboard and the quarterly business review. It adds that response times will be reviewed "against the Growth service level" without stating them.
Not settled: no targets are agreed. The plan says it "does not promise a particular number of users or questions".
Stale: it was written for a contract year that ended on 30 Jun 2025, and it names the account owner as Priya Raman. Check current ownership and renewal status in HR, CRM and the order form before relying on it.
As found in this document
Current to 9 Oct 26- Date end30 Jun 2025Source: object_read:doc_001_009
- Date start1 Jul 2024Source: object_read:doc_001_009
The document
Body
Fenmoor Specialty Underwriting - Success Plan
Status: Final Prepared by: Daniel Okafor, Customer Success Manager, BB-Demo Account owner: Priya Raman Date: 18 Sep 2024 Tier: Growth Contract: subscription started on 1 Jul 2024 and runs to 30 Jun 2025
Purpose of this plan
This plan sets out what we want the brain to do for Fenmoor Specialty Underwriting over the current contract year, how we will know it is working, and who does what. It is deliberately practical. It is meant to be picked up in a team meeting and used, not filed.
Fenmoor bought the brain so that underwriting operations can answer capacity providers' oversight questions from one view of submissions, bordereaux queries, claims tickets and CRM activity. Everything below is measured against that one goal.
Where the account stands today
Read the whole document (6,801 characters)
| Area | Position |
|---|---|
| Contract | Growth tier, in its first term |
| Support tickets | None open, none raised in the last month |
| High-priority tickets | None |
| Invoices | Nothing overdue |
| Active users | A little under six on average over the last thirty days |
| Trend in active users | Down slightly against the previous quarter |
| Tone of the relationship | Steady and neutral |
The honest reading is that nothing is wrong, and nothing is yet exciting. A quiet ticket queue and clean invoices are good signs. The small dip in active users against the previous quarter is the one number we want to understand, because the Growth allowance is sized for several teams and the brain is currently being used by a small group.
What we think is happening
- The brain was built around the underwriting operations view, and a small number of people have made it part of their routine.
- Wider adoption across the other teams that Growth was designed for has not yet happened.
- A quiet support queue could mean everything works, or it could mean few people are testing it. We do not yet know which, and we should say so plainly rather than assume.
Outcomes we are working towards
Outcome one: oversight questions answered from one place
When a capacity provider asks an oversight question about submissions, bordereaux or claims, the answer should come from the brain without anyone reconciling spreadsheets by hand.
- Measure: the number of questions asked in the brain each month, and who is asking them.
- Owner at Fenmoor: the underwriting operations lead.
- Owner at BB-Demo: Daniel Okafor.
Outcome two: more than one team using the brain
Growth is a several-team tier. We want at least the claims and the account-management side to have regular users, so that the value does not rest on one or two people.
- Measure: active users by team, and a steady or rising monthly average.
- Owner at Fenmoor: the underwriting operations lead, with a nominated person from each team.
- Owner at BB-Demo: Daniel Okafor.
Outcome three: fresh data every working morning
The nightly refresh should be complete before the team starts work on business days, and every connected source should keep loading.
- Measure: records indexed rising week on week for each connected source, and no source that goes flat.
- Owner at BB-Demo: Daniel Okafor, with our support engineers.
- Owner at Fenmoor: whoever administers the connected systems, who should tell us before changing any of them.
Outcome four: a dashboard the team builds for itself
The Growth tier includes the dashboards builder. A dashboard built by Fenmoor's own people is the clearest sign of investment we can see.
- Measure: dashboards built and viewed by the customer's team.
- Owner at Fenmoor: a power user from underwriting operations.
- Owner at BB-Demo: Daniel Okafor, offering a working session.
Plan by phase
Phase one: now to the next quarterly review
- Hold a short check-in with the underwriting operations lead to ask how the team is finding it, and to hear which questions they still answer by hand.
- Agree which two or three recurring oversight questions we should make quick and reliable first.
- Confirm who the admins are at Fenmoor, and that more than one person holds that role.
- Share a simple monthly view of questions asked and active users so that the trend is visible to everyone.
Phase two: through the middle of the contract year
- Run a hands-on session for a second team, built around that team's own questions.
- Help a Fenmoor user build the first team-owned dashboard.
- Review which connected sources matter most to the oversight questions and whether any are missing.
- Hold the quarterly business review that comes with the Growth tier.
Phase three: towards renewal
- Write up, with Fenmoor, a short account of what the brain now answers that it could not before.
- Look at the user allowance honestly: is it the right size for the team as it is, or as it is becoming?
- Start the renewal conversation early, in good time before 30 Jun 2025, with value already documented.
Risks we are watching
| Risk | Why it matters | What we will do |
|---|---|---|
| Use stays with a handful of people | Value is fragile if one person leaves or changes role | Widen use to a second team; track who asks the questions |
| A source stops loading after a system change | The brain goes stale without anyone complaining | Ask Fenmoor to tell us before system changes; watch records indexed |
| Quiet queue is read as healthy when it is silence | We miss early signs of disengagement | Regular check-ins rather than waiting for tickets |
| Admin cover is thin | A departure could leave the brain without an owner at Fenmoor | Agree a second admin |
How we will work together
- Daniel Okafor is the day-to-day contact for adoption, reviews and the renewal conversation.
- Priya Raman remains the account owner for commercial terms.
- Fenmoor's underwriting operations lead is the sponsor on the customer side.
- Support issues go through the helpdesk as normal, and we will review response times against the Growth service level at each quarterly review.
What this plan does not claim
This plan does not promise a particular number of users or questions. We have not yet agreed targets with Fenmoor, and we would rather set them together after the first check-in than impose them. Where we say a measure should rise, we mean it should move in the right direction against Fenmoor's own starting point.
Next step
Daniel will contact the underwriting operations lead to arrange the first check-in, and will come back with a short list of proposed priority questions so that the team can confirm or change them.
Just to close the loop: this plan is final for the current stage, and we will revisit it at the next quarterly review.
Best wishes, Daniel