Harcastle Environmental - Success Plan
Documentfinal Harcastle Environmental · success_plan · final · 2025-07-02
A final first-year success plan, dated 2 Jul 2025, for a Growth account with 40 licensed users and contracted annual recurring revenue of £40k. It sets goals, owners and a renewal path ahead of the contract end on 10 Apr 2026. It is a plan, not a contract.
What it says
What this says
Current to 13 Oct 26A final first-year success plan, dated 2 Jul 2025, for a Growth account with 40 licensed users and contracted annual recurring revenue of £40k. It sets goals, owners and a renewal path ahead of the contract end on 10 Apr 2026. It is a plan, not a contract.
What it is: a BB-Demo success plan prepared by Marcus Bell, with Lewis Kerr as account owner. It states the purpose is to make the brain useful to account management teams over "the first contract year".
Commits: it names owners and timings, not service terms. Marcus sends the renewal notice "Ninety days before contract end" and Lewis agrees whether more users or connectors are needed before that notice is due.
Unusual: the plan states no service levels, no connector dates and no price terms. The £40k is quoted as contracted annual recurring revenue in the account snapshot, and the executed order form is not in this document.
Not settled: the plan says the evidence does not yet show which account managers ask the most questions. It is dated 2 Jul 2025, so its usage and sentiment statements are not current as of today.
As found in this document
Current to 9 Oct 26- Date end10 Apr 2026Source: object_read:doc_152_009
- Date renewal10 Apr 2026Source: object_read:doc_152_009
- Date start11 Apr 2025Source: object_read:doc_152_009
- Renewal noticeNinety days before contract endSource: object_read:doc_152_009
- Quarterly business reviewsincluded with Growth, covering usage, value, any issues and the plan for the next quarterincluded with Growth, covering usage, value, any issues and the plan for the next quarter · Source: object_read:doc_152_009
- Monthly check-inA light monthly check-in by email, with the numbers pulled by MarcusA light monthly check-in by email, with the numbers pulled by Marcus · Source: object_read:doc_152_009
The document
Body
Harcastle Environmental - Success Plan
Version: 1 (Final) Date: 2 Jul 2025 Prepared by: Marcus Bell, Customer Success Manager, BB-Demo Account owner: Lewis Kerr, BB-Demo
1. Purpose of this plan
This plan sets out how BB-Demo and Harcastle Environmental will make the company brain useful to the account management teams over the first contract year, and what we will look at together to judge whether it is working. It is deliberately practical. It names who does what, in what order, and what good looks like when we meet at each check-in.
2. Account snapshot
| Item | Detail |
|---|---|
| Organisation | Harcastle Environmental, Wakefield |
| Industry | Waste management |
| Tier | Growth |
| Customer since | 11 Apr 2025 |
| Contract end | 10 Apr 2026 |
| Contracted annual recurring revenue | £40k |
| Licensed users | 40 |
| Customer Success Manager | Marcus Bell |
| Account owner | Lewis Kerr |
3. Why Harcastle bought
Read the whole document (6,772 characters)
Harcastle runs commercial waste collection and recycling for a large base of business customers across Yorkshire and the North East. Account managers used to piece together each customer's picture by hand: collections in one place, missed-collection tickets in another, plus calls and invoices elsewhere. Harcastle chose Growth so that an account manager can see a customer's collections, tickets, calls and invoices together and ask questions of the brain instead of reconciling systems.
The measure of success is therefore simple to state: account managers should reach for the brain before they reach for three separate systems.
4. Where we are today
The account is in a healthy early position, and the evidence is on the usage and support side:
- Adoption. Active use has grown very sharply compared with the previous quarter. It is still a small group set against the licensed users, so there is a great deal of headroom. This is a good problem to have.
- Support. One ticket in the last month, none of them high priority. Nothing is waiting on BB-Demo.
- Billing. No overdue invoices. Payment is on time.
- Sentiment. Conversations so far have been positive and focused on getting more of the account management team started.
What the evidence does not yet show is which account managers ask the most questions, or whether the same few people account for most of the activity. We will look at that in the first review so that the benefit is not resting on one or two individuals.
5. Goals for the first contract year
| # | Goal | How we will know |
|---|---|---|
| 1 | Account managers use the brain as their first stop for a customer's full picture | Growing questions asked, spread across many users rather than a few |
| 2 | Licensed seats are put to work | Active users rising steadily towards the licensed number |
| 3 | Missed-collection tickets are understood alongside calls and invoices | Account managers can describe a recent case where the joined-up view changed the conversation |
| 4 | Harcastle builds its own dashboards | Dashboards built by Harcastle staff, using the Growth dashboards builder |
| 5 | The value is clear well before renewal | A short value summary agreed at the review ahead of the renewal conversation |
6. Phases, owners and milestones
Phase one: embed (now to the next quarterly review)
| Action | Owner | Timing |
|---|---|---|
| Share this plan with the Harcastle sponsor and agree the goals above | Marcus Bell | This week |
| Confirm which account management teams are in the first wave and which follow | Harcastle sponsor, with Marcus Bell | Within the next few weeks |
| Run a short hands-on session for new users on asking questions of the brain | Marcus Bell | Within the next few weeks |
| Check that every connected source is loading and records are growing | Marcus Bell | Weekly at first, then monthly |
Phase two: widen (through the autumn)
| Action | Owner | Timing |
|---|---|---|
| Bring the remaining account management teams onto the brain | Harcastle sponsor | After the first review |
| Name two or three account managers as local champions | Harcastle sponsor | After the first review |
| Work with the champions on a small set of dashboards for day-to-day use | Marcus Bell | Following the champion session |
| Review which sources are most used and whether another system should be connected within the Growth connector allowance | Marcus Bell, with Harcastle IT | At the second quarterly review |
Phase three: prove value (winter into the new year)
| Action | Owner | Timing |
|---|---|---|
| Compare usage with the same teams earlier in the year | Marcus Bell | Third quarterly review |
| Capture two or three concrete examples of time saved or a better customer conversation | Harcastle sponsor, with Marcus Bell | Third quarterly review |
| Agree whether additional users or connectors are needed | Lewis Kerr | Before the renewal notice is due |
Phase four: renew (ahead of 10 Apr 2026)
| Action | Owner | Timing |
|---|---|---|
| Send the renewal notice to Harcastle | Marcus Bell | Ninety days before contract end |
| Hold the renewal conversation, using the value summary | Marcus Bell and Lewis Kerr | Well before 10 Apr 2026 |
| Agree the terms for the next contract year | Lewis Kerr | Before 10 Apr 2026 |
7. How we will work together
- Quarterly business reviews, included with Growth, covering usage, value, any issues and the plan for the next quarter.
- A light monthly check-in by email, with the numbers pulled by Marcus, so nothing builds up unseen.
- Support through the normal helpdesk route. For anything urgent, Harcastle can raise a priority ticket and mention it to Marcus directly.
8. Risks we are watching
| Risk | What it would look like | What we will do |
|---|---|---|
| Use stays with a handful of people | A few users asking most of the questions | Widen training and name local champions |
| A source stops loading after a system change at Harcastle | Records indexed stay flat for weeks | Ask Harcastle IT to tell us before system changes; check weekly |
| The sponsor moves on | Fewer questions, no one to call | Build a second named contact in the first quarter |
| Value is hard to describe at renewal | Sponsor cannot say what the brain is worth | Gather examples as we go, not at the end |
9. What we need from Harcastle
- A named sponsor who can make decisions about which teams join next.
- A contact in IT who can help if a connected source changes.
- Time from account managers for a short session and for feedback after the first weeks.
10. Review of this plan
This is version one. Marcus Bell will revisit it at each quarterly review and issue a new version if the goals or owners change.
Thanks, Marcus