Track record

Selected engagements

Pricing work for PE- and VC-backed software and AI companies.

$8MARR uplift potential identified

PE-owned · Nordics

UX design software, $10–30M ARR

The situation

Pricing had not kept up with the product. Packages and price levels no longer matched how customers used the software or the value they got from it, especially among large enterprise customers.

What we did

We ran a quantitative market survey to measure willingness to pay, rebuilt the pricing architecture and price levels around what customers value, and planned how to move existing enterprise customers onto the new prices.

The result

$8M of ARR uplift potential, mainly from repricing and migrating the existing enterprise base.

Primary ResearchStrategy DesignMigration

20%ARR uplift potential identified

VC-backed · US

eHealth software expanding into B2B

The situation

A fast-growing eHealth company with around $500M in consumer revenue was building a B2B business and needed a clear, consistent way to price it.

What we did

We analysed historical deal data to set new price levels and monetization logic, and built a quoting tool so sales could price every deal the same way.

The result

20% ARR uplift potential from moving existing customers onto the new price levels in a structured way.

Strategy DesignMigration

17%ARR uplift potential identified

Series B · UK

Insurance pricing platform

The situation

The platform was growing fast, but had no standardised pricing strategy. Almost every deal was custom, and packaging differed from customer to customer.

What we did

We built a full pricing strategy: packaging, value metrics and price levels. To understand how the market prices, we interviewed people who had worked at competitors.

The result

17% ARR uplift potential from the new packaging and a controlled migration of existing customers.

Strategy DesignPrimary Research

Stoppeda flawed rollout before launch

PE-owned · US

Infrastructure streaming platform

The situation

The company planned to launch a new three-tier pricing structure based on internal analysis, and wanted external validation from the market before rolling it out.

What we did

We interviewed 30 buyers and stakeholders to test the proposed packaging, value metrics and how prices scaled. The interviews exposed structural weaknesses in the model.

The result

The company dropped the proposed structure before launch and adopted a redesigned model instead.

Primary ResearchStrategy Design

~5%TCV uplift potential identified

PE-owned · APAC

Financial services software

The situation

A software company serving banks, insurers and lenders had four product pillars, each priced in its own way. Pricing was hard to explain to customers and hard for sales to apply consistently.

What we did

We ran 40 market interviews, redesigned pricing across all four pillars, and built a pricing tool to help sales quote.

The result

Around 5% TCV uplift potential on the existing customer base, from migration, clearer product positioning and metrics that grow with usage.

Primary ResearchStrategy Design

Adopteda two-tier AI add-on model

Software · US

B2B video streaming platform, $10M+ ARR

The situation

The company was about to launch an AI module, but had not decided how to package it, how to charge for it, or how it should sit next to the existing products.

What we did

Through stakeholder interviews, market research and workshops, we defined the packaging, value metric and price levels for the AI module.

The result

The company adopted a two-tier AI add-on model.

AI PricingPrimary Research

Let's talk about your pricing.

30 minutes with an outside view on your packaging, metrics and AI pricing. Nothing to prepare.

Book 30 min Send an email