Demo tenant data

Everything the demo tenant holds is invented. This page lists it — every company, person, customer request, project and commercial number a client sees during a walkthrough — so anyone presenting the demo, or reviewing it, can read the world without opening the code.

The world is Orrery Software: a fictional UK B2B software vendor that sells one product, Orrery CRM, to mid-market companies, and whose services arm implements, integrates, migrates, trains and supports that product through a network of verified delivery experts. That is the customer profile the marketing site  addresses, so the demo argues for the pitch rather than against it.

The world’s content is Bernice’s, from her two workbooks (.icm/raw/demo-data-domestic.xlsx — the story a visitor sees; .icm/raw/demo-data-extensive.xlsx — the frame the platform needs under it), re-pointed at Orrery CRM in pounds sterling. Her ten customers, six experts, 27 requests, 36 past projects and certificates are carried as she wrote them, plus four past projects added so every customer can be scored on the Command Centre, and one current record (LEAD-028) so Brightline, the anchor account, has work in flight. Every total on this page is derived from those records; none of her banner figures is seeded.

Two rules hold for everything below, and both are enforced in code:

• Fictional only. No real prospect or client name appears anywhere in the demo tenant.
• Fully authored. Nothing is randomised. Every company, person, title, value and score is written down, so a reset reproduces exactly the world described here.

The source of truth is the storyline module — packages/services/src/db/services/demo-data/storyline/saas-vendor.ts, exported as demoStoryline. It is the only storyline; there is no second world to switch to. This page describes what that module produces; the Demo environment guide covers how it is seeded, reset and presented.

Demo terminology

The walkthrough uses one vocabulary throughout, and this page follows it.

The journey reads: Customer request → Qualification → Brief (BRD) → Bid → Quote → Delivery → Completion → Revenue.

At a glance

Orrery reports in pounds sterling (GBP). Every seeded quote, invoice and ARR figure is in pounds, and every seat is set to report in GBP. VAT is 20%; the platform fee on a quote is 10%; invoices are handed to finance, and no finance system is named — the demo tenant registers none, because no invoicing system has been chosen (this overrides the demo-world-orrery-crm-uk batch, which seeded a named finance system), and every reset removes one an earlier seed or an admin left behind.

Sales region: UK & Ireland. Language: English on every account; the experts between them also speak Swedish, Danish, Dutch, French and German.

The scale is deliberate. Individual pieces of current work run £2,500–£9,800 and the completed projects behind them £1,800–£8,900 — a mid-market CRM vendor’s services arm, and nothing above £25,000. Every request is priced from Bernice’s price list: its value is the list price of its service, read live from the catalogue — no customer is ever asked for a budget, and every requirement document shows its service’s price from the catalogue (Rapid implementation £4,500, Ongoing optimisation £3,500, Custom extension £2,800, Compliance review £3,200, Integration build £5,000, Data migration £4,000, Team training £2,500, Premium support £1,500 a month, valued at one month on a request). A request reads £0 until its requirement document is approved and its list price from approval until an expert’s bid counts. From then on it reads the bids, and every record from the quote stage on reads the price Bernice agreed. Forecast Service Revenue and its “Forecast projects” table read the list prices for every project added in the range, whatever its stage — and a Premium support project at one month, £1,500, there.

The people

The demo has 20 sign-in seats — four internal, ten customer contacts, six delivery experts. Every one is a real login, so any of them can be signed in as or viewed as; none of them is a real person.

On explore.sustentus.com the persona switcher lists every one of the twenty in three groups — the Orrery team, the customer contacts (with their company) and the delivery experts (with their class) — and names the person you are signed in as. Picking anyone signs you in as them and opens their home. See The persona switcher.

The Orrery team

Customer contacts

One named contact per customer company. Each signs in to their own company’s workspace. Hannah Price is the walkthrough’s customer seat.

Delivery experts

Language is not decoration: matching ranks on it, through the Location + language tick. Every account raises leads in English and every expert speaks it, so no language ever rules an expert out in this world.

Sign-in addresses

Addresses and credentials are not published here. Every seat follows one convention, jamie.nisbet+<seat>.<role>@sustentus.com, and the twenty are derived from the storyline rather than kept as a second list. The addresses predate the people: the twenty seats keep their local parts when the world behind them changes, so a local part is the seat’s name, not the person’s surname. pnpm demo:roster renames the Clerk user and the app-user row to the storyline’s names; until it runs, Enter the demo shows the previous names. See Login credentials.

Customer companies

Ten fictional English companies that bought Orrery CRM seats, deliberately mid-market — eight to forty seats on a Standard, Pro or Enterprise plan. Every one has at least one request in play, so none reads as churned. Sofia Almeida owns the whole portfolio.

ARR is seats × plan, authored on the account rather than derived — services money and licence money are different money. It is stored in thousands, so the figures are fractional (£4,032 is 4.032); every reader multiplies by 1,000.

The stories the walk points at

• Brightline Events — the anchor account. Hannah Price’s company is the walkthrough’s customer seat: the hero lead (LEAD-001, the HubSpot integration), a delivered dashboards project (LEAD-011), a support retainer out to bid (LEAD-018), training for its new event-sales reps in delivery (LEAD-028) and a completed pipeline set-up in the tail.
• Aldermoor Insurance Brokers — the at-risk engagement. Renewal reminders for commercial policies (LEAD-009) are in delivery with the live milestone blocked waiting for the customer’s policy data, two overdue actions and a £900 variation — what Revenue at Risk opens to, and what the walk’s at-risk step shows. Its training brief (LEAD-004) is approved and waiting; a third request is in the tail.
• Strandvik Property — the overdue engagement. Leasing pipeline and vacancy dashboards (LEAD-008) passed their due date and wait for the customer’s sign-off with one invoice disputed — the second line of Revenue at Risk. Its lease e-signature request (LEAD-016) has a draft quote with the CSM.
• Kesselbach Industrial — the rejected quote and the stuck brief. The SAP Business One connection (LEAD-015) had its first quote rejected and a £9,800 revision is with the customer; the on-site training brief (LEAD-022) was approved twelve days ago and never released, so it reads late for the SDM.
• Kinloch Solar — the late request. The site-survey automation (LEAD-020) has waited nine days for a CSM, so it reads late; the Pipedrive migration (LEAD-002) is bidding with the deadline 48 hours out.

Delivery experts

Six experts, every one based in the UK and holding at least one approved Orrery CRM certification, so all six read vetted. Each names the industries they know (shown on the profile and the match card), a seniority, their skills, languages, capacity, work mode and indicative day rate.

Anders Lindberg

Partner — Nordlys Digital · Integration Architect · London · Principal · 12 years

• Languages: English, Swedish, Danish
• Skills: API & integrations; automation design
• Industries: Events & conferences; property; financial services; insurance
• Availability and rate: From 20 days out · 32 h/week · remote · £720/day

Elin Bergqvist

Freelance · CRM Implementation Lead · Manchester · Senior · 9 years

• Languages: English, Swedish, Dutch
• Skills: CRM configuration; pipeline design; project management
• Industries: Property; insurance; recruitment; events & conferences
• Availability and rate: From 34 days out · 36 h/week · hybrid · £680/day

Chidi Okafor

Freelance · Data Migration Specialist · Birmingham · Senior · 7 years

• Languages: English, Dutch
• Skills: Data migration; custom objects & dashboards
• Industries: Insurance; logistics & freight; financial services; renewable energy
• Availability and rate: Now · 40 h/week · remote · £620/day

Margot Duval

Partner — Clairvue Conseil · Security & Compliance Consultant · Bristol · Principal · 14 years

• Languages: English, French
• Skills: Security & compliance; CRM configuration
• Industries: Financial services; insurance; hospitality; logistics & freight
• Availability and rate: From 27 days out · 24 h/week · hybrid · £700/day

Nina Whitlock

Internal — Orrery Software · Training & Enablement Lead · Leeds · Senior · 10 years

• Languages: English, Dutch, Danish
• Skills: Training & enablement; change management
• Industries: Financial services; logistics & freight; events & conferences
• Availability and rate: From 41 days out · 32 h/week · on site · £590/day

Stefan Reinhart

Freelance · Automation Specialist · Edinburgh · Mid · 5 years

• Languages: English, German
• Skills: Automation design; API & integrations
• Industries: Manufacturing; recruitment; financial services
• Availability and rate: Now · 40 h/week · remote · £600/day

Each expert’s completed count and average rating are derived from the projects below plus the current records at delivered, survey and completed — 9 / 7 / 8 / 5 / 6 / 11 completed and 8.6 / 9.0 / 8.4 / 8.4 / 9.4 / 8.5 out of 10 for Lindberg, Bergqvist, Okafor, Duval, Whitlock and Reinhart. Live load: Lindberg 1, Bergqvist 2, Duval 2, Whitlock 1.

Service catalogue

One product, Orrery CRM, carrying its description and knowledge profile (overview, key features, integrations, target customers, use cases, pricing model, docs URL). Eight services, in Paul’s names — Rapid implementation, Team training and Premium support universal; Data migration, Integration build, Compliance review, Custom extension and Ongoing optimisation specialist — every one linked to the product, described and priced from Bernice’s price list, and ten skills each pointing at the services they deliver. Every record names one of the eight services, and its skills follow that service’s links. See the demo environment guide for how the catalogue is written.

Services pipeline

Orrery currently holds 28 records, LEAD-001 to LEAD-028, across every stage of the journey. Fourteen of them — from the quote stage on — are priced at Bernice’s figures, £73,500 between them; LEAD-028, Brightline’s new-rep training, is priced at the Team training list price. The fourteen before a quote are valued at the list price of their service: the pending and backlog records still read £0 until their requirements are approved, and the bidding records read their bids.

Every record carries a stable key and an authored request id: the ids run LEAD-001 to LEAD-028 with no gap, the completed tail follows at LEAD-029 to LEAD-068, and a reset reproduces every number. Each record also carries where it came from (its source), how it arrived (form, webhook or manual), and — on the three bidding records — when bidding closes. The sources cover every channel the walk’s step 2.3 names: fourteen from customer success, four from sales, three from product onboarding, and one each from a product trial (LEAD-001), marketing (LEAD-007), a partner (LEAD-023), the website (LEAD-019), the vendor’s CRM (LEAD-021), the API (LEAD-012) and support (LEAD-014).

The order book

Seven records are in flight — accepted by the customer, not yet settled — across all four money stages, which is what Active Service Revenue reports on the vendor dashboard: £39,750 of contracted value between them — the accepted prices (£35,800), the three authored variations (+£1,700) and the seeder’s incidental change controls (+£1,500 each on Cairnpoint’s LEAD-005 and Aldermoor’s LEAD-009, −£750 on Talwind’s LEAD-010). The ceiling for the demo is £40,000.

Acceptance runs from seven days ago to 105, filling all four age buckets; Aldermoor’s engagement has sat sixty days in its stage, so the stalled flag has something behind it. Inside the last thirty days two engagements were accepted (Ardenne’s LEAD-007 and Brightline’s LEAD-028), three variations were approved (+£1,200 and −£400 on Fennick, +£900 on Aldermoor) beside the incidental change controls above, and the tail settled its current window. LEAD-011 (Brightline’s dashboards) is delivered and settled in full, so it is not in the book.

The records

Pending — 4 records · £0

Backlog — 5 records · £0

Bidding — 3 records · £0

Quoting — 2 records · £15,200

In progress — 6 records · £32,200

Delivered — 2 records · £6,800

Survey — 1 record · £3,900

Completed — 3 records · £15,400

Qualified out — 2 records · £0

What the Command Centre reads

Every record carries the day it was sourced. That date decides which records are in the vendor’s 30-day lead window, which the service activation rate, the revenue funnel, revenue lost before go-live and Forecast Service Revenue all read.

• In the window: twelve records. Nine have reached delivery — LEAD-005 to 008 and LEAD-010 to 014 — so the service activation rate reads 75%. The other three are one fresh request (LEAD-003), one in the bid pool (LEAD-017) and one lost for want of a match (LEAD-026).
• Outside it: every other record was sourced 34 days ago or more, LEAD-009 at 74.

On the 90-day period, with the completed history above:

• Customer Retention reads 83%. Six customers had work delivered in the previous 90 days: Aldermoor, Talwind, Kesselbach, Cairnpoint, Strandvik and Kinloch. Five started new work this period; Kinloch has only requests in the pipeline.
• Customer health scores all ten customers.
  • Brightline is Green at 76.
  • Fennick and Ardenne are Amber: a 7/10 survey and a late delivery each, with their spending rising.
  • Aldermoor is Amber: late deliveries, and its spending in the last 90 days is down by more than 15%.
  • The other six are Green.
• Customers at renewal risk reads 1: Aldermoor. That is the account behind LEAD-009’s blocked renewal reminder review.

LEAD-001 — the journey the walk follows

The guided walk follows one Brightline lead from its request to its paid invoices. The demo tenant is a real tenant and the walk reads one record as it stood at moments of its own history, so LEAD-001 is seeded once, complete, and the workspace’s as-at view (/workspace/<id>?asAt=<key>) shows it at each stage. The walk’s first stage reads the whole Live Service Command Centre the same way — as it stood the moment before LEAD-001 arrived — except the Revenue at Risk tour (1.5–1.7), which reads today because the blocked engagement it opens, LEAD-009, did not exist yet. The vendor comes back to the Centre twice on the way: at the end of stage 4, as at the BRD’s release, with Brightline’s request now in Forecast Service Revenue; and at the end of stage 6, as at the start of work, with Brightline’s engagement now in Active Service Revenue. The last step reads it today, so the finale shows what moved: the funnel’s post-BRD revenue, Brightline among Top customers, and Brightline’s health green. Its pipeline card sits in Completed, and the walk’s 2.6 note reads “This is the lead we will follow. It came in through a product trial and has been through the whole journey, so we can open it and rewind to the day it arrived.”

It is the one record not written by the generator. Every step a person takes on it is replayed through the function that person’s action calls — the recorded conversation, the bid, the award, the quote’s approval and acceptance, each milestone, the blocker and its action item, the invoices, the acknowledgements and the satisfaction response — dated back from the reset and silent.

The facts. Hannah Price, Head of Sales Operations, Brightline Events; Sofia Almeida as CSM; Ben Hartley as SDM; source product trial, intake form — Hannah’s team was trialling Orrery CRM when she raised the request, then bought the twelve seats Brightline holds today; product Orrery CRM, service integration. Anders Lindberg’s bid is £8,400; with the 10% platform fee the customer’s quote is £9,240, carrying Bernice’s reference Q-2026-0141 (every other quote in the tenant keeps the platform’s own QTE-<request>-<n>). Four milestones at 20 / 40 / 25 / 15 bill £1,848, £3,696, £2,310 and £1,386.

The timeline, in days from its first day. The seed starts it 100 days before the reset — so the satisfaction response lands three days before it — on every reset, like every other record in the tenant.

The moments the walk opens it at: pending (the request as raised), backlog:approved (BRD-001 approved and released, the four matches on their cards), quotation_process (the brief in the pool), awaiting_confirmation (three bids decided and the quote with Hannah), awaiting_confirmation:accepted, milestone:1:done (M1 done, M2 blocked with £3,696 exposed), delivered and completed.

The thread. The conversation is Bernice’s thirteen-turn script, held in the agent app’s thread store as Hannah’s thread bound to LEAD-001 — twenty-five messages: eleven questions each answered in her words (ten with clickable options, the eleventh free text) — the first names the product she is trialling, Orrery CRM, for her to confirm, and each asks one thing; every checklist answer is stored as her picks, so the record marks them — the draft brief with her final note (“new MQLs in Orrery CRM within minutes; no duplicate contacts”), and the submission she approved. The approved brief carries six requirements; the draft lacked “without duplicates”, which her note added. Hannah is never asked for a budget: the budget is the service’s price, so the draft brief already shows the Integration build service’s list price, £5,000, on its Service price (from the catalogue) row, and the walk’s step 4.3g points at it. The approval writes no budget onto LEAD-001: every reader takes the price live from the service.

Completed project history

Forty projects sit behind the current tenant, all delivered and paid during the previous 18 months, dated backwards in 30-day windows — window 1 is the last thirty days, and every one of the 18 holds at least one project. Bernice’s 36 are joined by one each for Kinloch, Verdant, Fennick and Ardenne, the four customers that had no finished work, so every customer can be scored. Together they represent £161,400 of completed services revenue, each project £1,800–£8,900. The last thirty days completed £14,200 against £6,100 in the thirty before, so the vendor analytics open on a positive movement. 36 projects have a customer satisfaction response and average 8.7/10; the four most recent were paid without one, which is what makes “revenue awaiting CSAT” a real number.

Every milestone on a finished project — these forty and the current records settled in full — is acknowledged by the customer as it completes, so each reaches Delivered. Six were delivered after their agreed date: Aldermoor’s four, Brightline’s events set-up and its dashboards (LEAD-011), and Fennick’s and Ardenne’s new projects. Kinloch answered its satisfaction survey 45 days ago, weeks after the project closed.

Each project is dated across its own life — requested, quoted, accepted, delivered and paid in order — so the history also reads correctly in the past. Read as at the moment before LEAD-001 arrived, which is how the walk opens, the Command Centre shows about £34,900 of work in flight across ten projects, four requests raised in the previous thirty days (two of them already under way), and health bands for Aldermoor, Cairnpoint, Kesselbach, Strandvik and Talwind. Brightline has raised no request yet.

Completed services revenue by window

Expert evidence

Eleven items uploaded by experts against their profiles, spread across all four verification states so the review queues, the expert’s own knowledge page and the evidence chips on a bid all have something in them. Every certification names Orrery CRM and carries its issued and expiry dates; the number of approved ones is the expert’s level on the product — two for Anders Lindberg and Nina Whitlock, one for the rest.

Supply outreach

Four outreach dispositions, one per action state, distributed across the coverage pools — product × region × language — the seeded requests produce. They are what the SDM’s coverage and outreach views read.

Notifications

Twenty notifications, three or four per seat, each one a notice the product actually sends that seat’s person, about a record on this page — worded exactly as the product words it, with a note only where the notice carries one (an escalation’s reason, a rejected quote’s reason, the customer’s change request). Request numbers are the ones a reset gives the records above; an invoice is named by its reference, and its notice opens that invoice’s own page, as the product’s invoice notices do. The CSM, SDM and expert seats are padded past the fifty-row page boundary by cycling the authored rows.

Supporting records

Each record drags a supporting cast behind it, authored per record rather than pulled from a shared pool — so no two projects in the demo show the same blocker, the same customer action or the same conversation. One seed run writes, for the current records and the tail together:

The reset reports the exact count of each in its summary. The activity feed, the audit trail and the padded notifications are working records rather than business content; the Demo environment guide covers what the reset does with them.

The shape of the business

Taken together the tenant represents a UK mid-market CRM vendor’s services operation: £79,548 of licence ARR across ten accounts, £73,500 of priced current work, and £161,400 of completed services revenue across 40 projects in eighteen months. The scale is chosen to create a real capacity, revenue and customer-success problem at the size of business the vendor-segment pitch addresses, without turning Orrery into an enterprise systems integrator.

Keeping this page true

The world above is one module, and there is only one. If it changes, this page has to change with it — there is no generation step that keeps them in step.

• The data lives in packages/services/src/db/services/demo-data/storyline/saas-vendor.ts, exported as demoStoryline, written from Bernice’s two workbooks under .icm/raw/.
• There is no second storyline and no way to select one. The seeder and the reset both read that module directly; neither takes a storyline argument.
• storyline/storyline.test.ts pins the totals published here — the 28 records and their stage spread, the £73,500 of priced work and the £2.5k–£9.8k band, LEAD-028’s facts and Active Service Revenue under £40,000, the £161,400 tail and its window figures, the Command Centre’s customer figures (the 30-day cohort, retention, each customer’s health band and the one at renewal risk), the Command Centre as it stood the moment before LEAD-001 arrived, the £79,548 of ARR, each expert’s counts, the keys and request ids, the order book’s shape, the evidence and the notifications, each current record’s source, and LEAD-001’s journey — its source, shortlist, bids, prices, milestones, timeline, quote reference and conversation. A value edited without this page being updated fails there.