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
B-Brain - Board Pack - quarter to 31 Mar 2024
Status: Final Prepared by: Nell Ashcombe, Chief Executive Officer and Co-founder Issued: 17 Apr 2024 Period end: 31 Mar 2024
Purpose of this pack
This pack gives the board the headline position at the end of the quarter, with short commentary on each number. It uses the same three headline measures as the previous pack so the trend can be read directly. Where the evidence does not show something, the pack says so.
Headline numbers
| Measure | Position at 31 Mar 2024 |
|---|---|
| Annual recurring revenue (contracted) | fifty-eight thousand five hundred pounds |
| Customers | three |
| Headcount | eleven |
- Annual recurring revenue is the yearly subscription value under executed order forms. It excludes the one-off implementation fee.
- Customers are organisations with a live contract at the period end.
- Headcount is the number of people employed by B-Brain at the period end, as held by HR.
Movement since the previous pack
| Measure | Direction |
|---|---|
| Annual recurring revenue (contracted) | up |
| Customers | up by one |
| Headcount | up by two |
Read the whole document (3,746 characters)
All three measures moved up. The pack does not break the revenue movement into new business and expansion, because that split is not part of the facts held for this period.
Commentary: revenue
Contracted annual recurring revenue is fifty-eight thousand five hundred pounds. The increase comes from the new customer. As before, the figure is taken from executed order forms rather than the CRM or invoices, because the order form decides contracted price and terms.
A credit note, if one is ever issued, would be a one-off and would not change this number.
What this pack does not show: revenue by customer, a forecast beyond the quarter, or pipeline value.
Commentary: customers
We have three customers, all live at the quarter end. Concentration is still the main characteristic of the book: each account is a large share of the total, so each one deserves individual attention.
For every account we keep reading the same signals:
- connectors loading and records indexed rising rather than flat;
- questions asked month on month, and whether one person asks most of them;
- whether the customer can say, in their own words, what the brain changed.
The new customer is in the early period where the aim is a first clear piece of value, shown on their own data, before the first renewal conversation is anywhere near.
Commentary: people
Headcount is eleven. The team grew to meet the new implementation work and the extra customer. We would rather add people ahead of a customer going live than after, because a slow first implementation is hard to recover from.
The board should still read this as a small team where most people touch most things. We will name any single-person dependency in later packs.
Risks and open points
- Concentration. Three customers is better than two, but a single loss would still be a large share of recurring revenue.
- Cost growth. Headcount grew faster in proportion than customers. That is a reasonable choice for implementation capacity, but the board should see it clearly and hold us to it.
- Proof of value. Each customer needs a simple account of what the brain is worth to them. That is the strongest defence of every renewal and the best basis for any upgrade.
What we are asking the board
- To note the position at the period end.
- To challenge the hiring pace against the number of customers.
- To tell us which further measures it wants in the next pack.
Next pack
The next pack will report the position at the end of the following quarter, using the same three measures.
Best, Nell