The product had created its category, which meant there was no market price to copy. Sales negotiated each contract from scratch, discounts had become folklore, and the company was growing while leaving unknown amounts on the table. Pricing had never been anyone’s job.

Finding the value line

We interviewed forty customers to understand what the product actually displaced — headcount in some accounts, risk in others. Two distinct value stories emerged, which explained why one price had never fit. The architecture followed: two editions, metered on the driver each segment cared about.

Holding the line

The relaunch repriced new business immediately and migrated the existing book over four quarters, with clear rules for exceptions. ARR grew 38% in the following year, and the discount folklore was retired. Pricing is now a standing item in the quarterly business review.