Using decades of expertise and our LevelSetter platform, we help #SaaS and enterprise companies transform by unlocking revenue, profit and loyalty.softwarepricing.com Charlotte - WorldwideJoined June 2014
Subscription vs usage vs credits vs outcome is the wrong fight. The model is a wrapper. The value metric is the cargo. Pick the model first and you re-wrap the same economics every quarter. Decide the metric first. softwarepricing.com/blog/pricing-m…
The model was right the day it shipped. Then sales discounted back to the old pocket price one exception at a time and the gain leaked out. A pricing posture catches discount creep while it's still a pattern, against the next quarter's deal data. softwarepricing.com/blog/continuou…
The monetization stack went always-on in 2026. Metering, billing, entitlements: all runtime now. All of it executes pricing decisions. None of it can make them. The meter never sees win/loss. Continuous does not mean automated. softwarepricing.com/blog/pricing-d…
The trade press called subscription dead five years ago. Instead the meter just changed hands. Billing infra got very good at charging; it still doesn't decide the value metric, the variability, or which axis leaks. Own the decision layer. softwarepricing.com/blog/who-owns-…
PE pricing diligence that benchmarks the rate card misses the lever. Recapture almost always sits on the value metric and packaging, not price level. The real question: can the architecture be repositioned inside the hold? softwarepricing.com/blog/private-e…
Most pricing logic dies in a slide deck. Operationalized pricing means the deal team prices from the system, at the point of decision: scheduled net price, floor, trade-off visibility. A framework on a slide is still a slide. softwarepricing.com/blog/operation…
After Copilot went to credits, teams quietly stood up local models to dodge the meter. When power users build infra to route around your pricing, you're taxing usage, not capturing value. softwarepricing.com/blog/github-co…
Salesforce now charges per resolved case. The headline: we only get paid when it works. The exposure hides one level down, on the vendor side. Outcome pricing is a risk transfer, and a hard cap pays you least exactly when the software works best. softwarepricing.com/blog/designing…
Three payments platforms bought the meter in six months: Stripe/Metronome, Salesforce/m3ter, Adyen/Orb. Nobody bought the pricing decision, because it is not a product you can acquire. Billing infra is not pricing architecture. softwarepricing.com/blog/who-owns-…
WTP surveys tell you what a buyer will say, not what they'll pay. In B2B those differ, and the gap kills pricing decisions. Real WTP is a buying group, a budget cycle, an incumbent comparison. softwarepricing.com/blog/why-willi…
Adyen bought Orb for $335M. Third payments-platform-buys-meter in 6 months. Billing infra answers "how do we charge it," never "what should the value metric be." A great meter just bills a bad architecture efficiently. softwarepricing.com/blog/continuou…
"How should we price our AI agent?" is the wrong question. You don't price the agent, you price the outcome it's accountable for, and absorb the token variance yourself. The buyer gets a unit they can budget. softwarepricing.com/blog/agentic-a…
If you suspect you're undercharging, the reflex is to raise prices.
Across $480B in software transactions, the lever is almost never the price point. It's the licensing metric underneath.
Find your weakest axis in 4 minutes: softwarepricing.com/pricing-archit…
Most pricing problems are not pricing problems. They are licensing or packaging problems wearing pricing clothes.
We just made our in-the-room diagnostic free: 20 questions, about 4 minutes, a staged read of your pricing architecture.
softwarepricing.com/pricing-archit…
Evaluating a pricing consultant? Three questions sort the field: Does the recommendation get specific about your licensing metric? What happens with your deal data, won and lost? And after it lands: one PDF, or re-testing against next quarter's deals?
softwarepricing.com/blog/how-to-ev…
GitHub Copilot's metered billing kicked in, and the backlash was predictable. Not a billing problem, an exploration one: usage-based pricing makes discovery work a visible cost line, and visible costs get governed. We mapped the backfire before the meter: softwarepricing.com/blog/github-co…
Confirming: We are the "Day Job." 👋
While @ChrisMele shares the war stories of the past in The Zookeeper's Journal, our Levelsettter platform is building the profitable future for software companies.
Enjoy the read on "The Owl"—it’s a masterclass in leverage.
In a startup boardroom, "Loud Money" usually brings drama. "Quiet Money" brings leverage.
I once mistook a silent investor for a small one. Turns out, he was the wealthiest guy in the room—he just preferred listening to posturing.
I break down the difference between the two in
Reading the tea leaves is hard and takes a constant focus on a balanced view of data which often evolves very quickly.
This is a great article from disinformation expert Carl Bernstein on How to Evaluate News—and the importance of drilling into source findings to get the facts.
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