Price to Your Customers’ Growth, Not Their Headcount
My first biz dev call this year was with a CEO who missed their 2025 revenue targets.
The cause?
AI helping their customers do more with fewer seats. Finance consolidating SaaS spend. Customers using LLMs to accomplish what once required multiple people.
I’ve heard variations of this story dozens of times in the past 18 months. Different industries, same pattern: new technology breaks the revenue model. Seat-based pricing — a vestige of shrink-wrapped software — is collapsing under the weight of AI, economic pressure, and productivity gains.
But that doesn’t mean customers won’t pay more.
“Prices have gone up 25-30% in the past two years, but it’s not a problem, we’re getting substantial value.” — Actual customer from a recent pricing engagement.
In every engagement, I find customers who would pay significantly more and a segment that should be let go. The difference? We quantify what drives their business economics: transactions processed, revenue enabled, operational leverage gained. Not just potential seats.
“[Client product] is easily worth $30K, I spent more than that on an ill-conceived marketing plan that did nothing.” — Another real customer, considering a massive price increase.
I help B2B SaaS CEOs rebuild pricing around customer economics.
The outcome: pricing that grows when your customers grow. Not just when they hire.
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The Problem You’re Facing
You’re a new CEO inheriting pricing chaos. Or PE-backed with pressure to grow while unit economics weaken. Or you’ve acquired multiple products and pricing across the portfolio makes no sense.
The symptoms look familiar:
- Seat-based pricing caps growth — AI helps customers do more with less. Finance scrutinizes every headcount decision. ACV shrinks.
- Portfolio complexity — 5-10 products with different pricing logic. No coherent thread.
- Expansion blindness — Can’t identify upsell opportunities because you don’t know what drives customer value.
- Sales negotiations chaos — Every deal is custom because published pricing doesn’t reflect how customers actually buy.
The underlying problem: you don’t know the economic outcome customers are achieving. The transactions they’re processing. The revenue they’re enabling. The operational leverage they’re gaining.
Without this, pricing is guesswork.
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What Actually Happens
I’ve conducted pricing engagements for PE-backed real estate software, VC-backed AgTech platforms, field service SaaS, and professional services firms.
Through direct customer conversations, product usage data, and firmographic analysis, we identify:
- Which customers won’t flinch at a 30%+ increase
- Which customers will churn no matter what you charge (and you should let them)
- The specific economic drivers — transactions, revenue milestones, operational leverage — that justify the increase
Then we rebuild pricing around it.
Recent Work
PE-backed real estate SaaS with 10 fragmented products
Built unified pricing model around customer revenue drivers (transactions processed) instead of cost structure (agent count). Annual fees stayed constant for most customers, but pricing now grows as their business grows.
VC-backed SaaS platform unclear on expansion opportunities
Quantified economic value across customer segments. Identified $2M in expansion revenue hiding in current customer base.
New CEO inherited pricing chaos
Rebuilt pricing around customer outcomes in first 90 days. Portfolio architecture now coherent. Migration plan locked in.
How It Works
Timeline: 8-12 weeks
Investment: $45K-$75K depending on portfolio complexity
The work:
- Customer economic research — Product usage data, firmographics, customer interviews to identify what drives their business outcomes
- Quantify economic value — Map pricing to transactions processed, revenue enabled, cost avoided, or operational leverage gained
- Build pricing architecture — Metrics, tiers, packaging, principles for new feature rollout
- De-risk migration — Current vs proposed comparison, deal backtesting, rollout strategy, sales alignment
- Execute and monitor — Sales enablement, performance tracking
What you get: Pricing tied to customer economics. Portfolio architecture that makes sense. Expansion revenue you couldn’t see before. Migration path your team can execute without destroying existing revenue.
Who I Work With
Companies:
- $25M-$90M revenue
- PE-backed or VC-backed B2B SaaS
- Multiple products or customer segments
- Business model under acute pressure from AI, market forces, or acquisition complexity
Leaders:
- New CEOs (first 90-120 days) inheriting pricing chaos
- Post-acquisition integration teams rationalizing product portfolios
- Leaders watching revenue per customer decline while value delivered increases
Industries: Real estate software, field service, construction tech, professional services platforms, logistics — anywhere seat-based pricing is breaking.
Recent clients backed by Stone Point Capital, K1 Investment Management, and leading VC firms. Client references available upon request.
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When NOT to Work With Me
I’m not a fit if:
- You want to optimize existing price points without questioning the value metric
- Your business model is stable and you just need incremental price increases
- You want guaranteed revenue outcomes (I provide strategic clarity and direction; your team executes)
Get Started
If your seat-based pricing is breaking, if you’ve inherited portfolio chaos, or if you’re unclear where growth comes from next, schedule a call.
Schedule an Intro Call