If your customers think you're expensive, they haven't rejected your price. They've rejected your story. The fix is almost never a smaller number; it's a better argument, put where buyers can actually read it.
Every end-of-quarter concession is a packaging question that should have been settled months earlier. When the tiers do their job, sales stops negotiating against your own list price. Your CFO sleeps better. So do I.
In a decade of pricing work I have met exactly one company that was genuinely overpriced. I have met hundreds that were under-explained. The mirror test: read your own pricing page and try to say, out loud, why the middle tier costs what it costs.
+38%
Median lift in new-deal ACV across sprint clients sample
6wks
From kickoff to a shipped pricing page, median sample
0
Clients who asked to go back to the old pricing sample
these are illustrative figures for this demonstration. replace them with your own measured outcomes, or delete the band. numbers you can't defend are worse than no numbers.
Reverse order. Open a row for the annotation; the company names are placeholders on this demonstration, but the shapes of the work are the whole point of reading it.
Diagnostics and repricing sprints for B2B software companies between Series A and profitable. I took the shingle down off someone else's wall because the pricing answer is usually unwelcome, and unwelcome answers travel better from outside the building.
the year i stopped writing decks and started writing memos
Three repricings in three years. Two of them worked. The third taught me that a tier nobody can explain will be discounted into one that can, usually within two quarters, usually by someone with a quota.
the failure is the useful one. ask me about it
Two hundred and some approvals, each one a small argument about what a customer was worth. I learned to read a discount request as a diagnosis: every exception names the fence that was never built.
read the exceptions, not the policy
I carried a bag and I discounted like everyone else, which is how I know the reflex from the inside. Nobody wakes up wanting to give margin away. They do it because the alternative was never written down.
where the whole grudge started
This is the first hour of a diagnostic with me subtracted from it. Each question is one I ask out loud before I have read a single spreadsheet. Your answers stay in this browser; nothing leaves it unless you press the last button yourself.
from [set your diagnostic price]
Two weeks. I read everything, interview your last ten deals, and hand you a written argument about where your pricing leaks and why.
from [set your sprint price]
Six weeks. Diagnostic plus the fix: new packaging, new fences, a new page, and the internal memo that gets sales to actually use it.
from [set your quarterly rate]
Quarterly. For teams who have shipped the repricing and want a standing skeptic in the room when the next discount request arrives.
Tell me what your pricing question is and how you'd know it was answered. Two paragraphs beats a deck. I reply within [set your reply window], usually with three questions of my own.
the direct route
or book straight onto the calendar: [set your calendar link]
currently taking [set your capacity] engagements for [set your quarter]