Pricing and packaging
Pricing is the fastest revenue lever most companies never pull. We redesign packages around how your buyers approve spend, so deals stop stalling in procurement and first contracts get larger.
Packages that match how buyers buy
Land
One team, one use case. An easy yes under the buyer's signing limit.
Expand
More teams and usage, priced on a metric customers already track.
Platform
Company-wide rollout with the security, support and terms procurement asks for.
Signs it's costing you
Deals stall for weeks in procurement
→
The package doesn't fit the buyer's approval process or signing limit.
Reps discount to close almost every deal
→
There are no clear discount rules, and a list price nobody believes.
Customers love it, but contracts stay small
→
The value metric doesn't grow as customers get more out of the product.
Win rate drops above a certain deal size
→
There's no package built for what the bigger buyer needs.
How we work on pricing
We change pricing on new deals first, so you see the effect on win rate and deal size before anything else moves.
Weeks 1–2
Interviews with buyers and lost prospects about what they'd pay for, and how spend actually gets approved.
Weeks 2–3
Win rate by price point, discount depth by rep, package mix and the deals that stalled in procurement.
Weeks 4–5
A value metric, a package ladder and discount bands sales can hold without calling the CFO.
Weeks 6–8
A pricing page, a sales guide and training, tested on new deals before it goes everywhere.
What it moves
First-contract size
Bigger first deals mean less pipeline needed to hit the same target.
Days in procurement
A package that fits the approval process clears it faster.
Discount depth
Clear bands stop margin leaking deal by deal.
Expansion revenue
A metric that grows with value grows the account with it.
Questions
We usually change pricing for new deals first and plan any move for current customers separately, with plenty of notice and a clear reason.
We recommend them based on buyer interviews and your deal history, then test them on new deals before rolling them out. You make the final call.
Yes. Partner and revenue-share pricing has to work for both sides, so we model it from the partner's economics as well as yours.
Next step
Bring your last 50 deals and your current price list. We'll show you where the money is leaking.
