Q2 2026 marks the first full quarter of Built to Order™ operations for Greystone FM Group. Three packs are live, delivering measurable commercial and operational impact.
| Metric | Month 1 | Month 2 | Month 3 | Q2 Total/Avg | Trend |
|---|---|---|---|---|---|
| Items delivered | 68 | 78 | 87 | 233 | ↑ +28% |
| SLA compliance | 94% | 96% | 97% | 96% | ↑ Improving |
| Quality score | 88% | 90% | 91% | 90% | ↑ Improving |
| Items returned | 14 | 11 | 8 | 33 | ↓ -43% |
| Avg turnaround | 2.4 days | 2.1 days | 1.9 days | 2.1 days | ↓ Faster |
| Governance breaches | 0 | 0 | 0 | 0 | Clear |
Quantified commercial impact attributed to Built to Order™ outputs during Q2. All figures validated against Greystone's internal commercial tracking.
| Contract | Variations Submitted | Approved Value | Previously Unsubmitted | CCK Contribution |
|---|---|---|---|---|
| Meridian NHS Trust | 6 | £62,400 | 4 of 6 | Evidence narrative, entitlement framework |
| Westbridge Retail Park | 4 | £38,100 | 2 of 4 | Change event log, notice tracking |
| Langton Civic Centre | 3 | £24,800 | 3 of 3 | Full variation pack (narrative + evidence) |
| Riverside FM | 5 | £31,200 | 3 of 5 | Cause-and-effect narrative, notice tracker |
| Other contracts (6) | 9 | £27,700 | 5 of 9 | Various CCK outputs |
| Total | 27 | £184,200 | 17 of 27 |
17 of 27 variations submitted in Q2 were previously unsubmitted or lacked sufficient evidence to support the claim. CCK outputs provided the structured narrative and evidence framework that enabled submission.
| Line | Q2 Value | Notes |
|---|---|---|
| Variation recovery (CCK) | £184,200 | Approved variation value attributed to CCK |
| Invoice blockers cleared | £89,000 | Previously stalled invoices released |
| Direct cash value recovered | £273,200 | £184.2k + £89k |
| WIP reduction (Cockpit) | £312,000 | Aged balance reduction — memo only, not direct cash |
Figures are the value recovered by Greystone. The Built to Order™ service is priced bespoke to each engagement and is not stated here.
KPI trends across the full quarter for each active pack. Targets agreed during onboarding.
| KPI | Target | M1 | M2 | M3 | Q2 Avg | Status |
|---|---|---|---|---|---|---|
| SLA compliance | ≥ 95% | 93% | 96% | 97% | 95% | Met |
| Quality score | ≥ 90% | 86% | 89% | 89% | 88% | Below (1pp) |
| Turnaround | ≤ 48 hrs | 52 hrs | 44 hrs | 41 hrs | 46 hrs | Met |
| Variations logged before delivery | +45pp baseline | — | — | +38pp | +38pp | Progressing |
Assessment: Quality score at 88% is 2pp below the 90% target — driven by site diary upload delays, not output quality. Turnaround has improved from 52 hours to 41 hours as templates mature. Variation recovery is the standout result — £184k in one quarter with 63% of submissions previously unsubmitted.
| KPI | Target | M1 | M2 | M3 | Q2 Avg | Status |
|---|---|---|---|---|---|---|
| SLA compliance | ≥ 95% | 100% | 100% | 100% | 100% | Exceeding |
| Quality score | ≥ 90% | 92% | 94% | 96% | 94% | Exceeding |
| Snapshot delivery | By Day 3 | Day 3 | Day 2 | Day 2 | Day 2.3 | Exceeding |
| WIP > 60 days | −40% baseline | — | — | −31% | −31% | Progressing |
Assessment: Strongest-performing pack. 100% SLA compliance across all 13 weeks. Quality improving each month as the finance team's familiarity with the output format grows. WIP reduction at −31% against a −40% target — on track but requires continued focus in Q3.
| KPI | Target | M1 | M2 | M3 | Q2 Avg | Status |
|---|---|---|---|---|---|---|
| SLA compliance | ≥ 95% | 91% | 94% | 95% | 93% | Below (2pp) |
| Quality score | ≥ 90% | 87% | 88% | 90% | 88% | Below (2pp) |
| Handover by 07:30 | 100% | 82% | 89% | 91% | 87% | Improving |
| Ticket processing | ≤ 15 min | 18 min | 14 min | 12 min | 15 min | Met |
Assessment: Most complex pack — 42-site FM portfolio with variable data quality. Clear improvement trajectory across all metrics. Morning handover SLA affected by external BMS data feeds (now resolved). Recommend adjusting the handover SLA to 07:45 or formalising the BMS feed as a tracked dependency. Ticket processing time improved from 18 to 12 minutes — now exceeding target.
During Q2 delivery, Built AI identified a recurring operational bottleneck that maps to an existing workflow pack not yet active for Greystone.
Template refinements, process adjustments and prompt improvements made during Q2 to improve output quality and efficiency.
| Change | Pack | Implemented | Impact |
|---|---|---|---|
| Variation narrative template v2 | CCK | Week 10 | Reduced QS revision requests by 35% |
| Morning handover format update | Dispatch | Week 9 | Added overnight callout summary — positive ops feedback |
| Variation pipeline summary | Cockpit | Week 11 | New recurring output — accepted immediately |
| Evidence bundle index v2 | CCK | Week 12 | Standardised document index — fewer missing-doc returns |
| P2/P3 priority mapping update | Dispatch | Week 13 | Aligned to Harland SLA v2.1 — resolved classification disputes |
| Data ingestion validation | All | Week 11 | Automated file-size check catches corrupt uploads at ingestion |
| Margin bridge commentary | Cockpit | Week 8 | Added contract-level commentary — reduced finance queries by 40% |
Priorities, targets and milestones for the next quarter. Subject to approval at this QBR.
| # | Priority | Target | Owner |
|---|---|---|---|
| 1 | Bring CCK quality score to ≥ 90% | Implement data-readiness checklist for site teams | Built AI + T. Brennan |
| 2 | Achieve WIP reduction target (−40%) | Focus on 4 contracts with largest aged balances | Built AI + K. Rhodes |
| 3 | RAMS Factory new use-case assessment | Issue by 25 July, pilot decision by end August | Built AI + D. Farrow |
| 4 | Dispatch Desk SLA recalibration | Agree adjusted handover SLA or formalise BMS dependency | Built AI + T. Brennan |
| 5 | Maintain zero governance breaches | Continue clean compliance record | All |
| KPI | Q2 Actual | Q3 Target | Stretch |
|---|---|---|---|
| SLA compliance (all packs) | 96% | ≥ 97% | ≥ 98% |
| Quality score (all packs) | 90% | ≥ 92% | ≥ 95% |
| CCK variation recovery | £184k | £200k+ | £250k |
| WIP > 60 days reduction | −31% | −40% | −50% |
| Dispatch handover on-time | 87% | ≥ 95% | 100% |
| Date | Milestone |
|---|---|
| 7 Jul | Month 3 Governance Review |
| 25 Jul | RAMS Factory new use-case assessment issued |
| 4 Aug | Month 4 Governance Review |
| Aug (TBC) | RAMS Factory pilot decision |
| 1 Sep | Month 5 Governance Review |
| 30 Sep | Q3 Quarterly Business Review |