Early in my career, I was tasked with pricing a SaaS product without a clear framework. We defaulted to arbitrary tiers (€29/€39/€59) that ignored customer willingness to pay, clashed with our segmentation, and failed to cover our R&D costs. This experience highlighted a common oversight: many companies treat pricing as an afterthought, applied too late in the process after products are built and costs are sunk.
Pricing should be driven by the value created for each customer segment. My approach incorporates segmenting and modeling willingness-to-pay early in the development process, stress-testing feature bundles before committing to development, and aligning price points with the underlying business economics.
The goal isn’t just to set prices, but to create a comprehensive commercial system where every element—from sales compensation to product roadmaps—reinforces the monetization logic.

Architecting the right revenue model requires matching pricing structures to how customers realize value. This includes evaluating subscription tiers, usage-based models, or hybrid approaches—always with a focus on aligning what is charged with how value is delivered and measured.

Pricing plays a significant role in achieving a company’s overall strategic goals. It’s crucial to ensure that pricing strategies are clearly aligned across leadership teams to support innovation and growth. This alignment helps in creating a cohesive business strategy where pricing is a foundational element.