Pricing that grows with the customer

The situation

The company sold two product lines, financial crime prevention and enterprise AI, to customers ranging from fintechs to large banks and government bodies. Prices didn't track the value each customer got, so sales worked out a price deal by deal, and the price didn't grow as customers did.

The enterprise AI line had its own challenge: buyers wanted a platform, but every deployment also needed engineering work to fit their environment.

What we did

• We segmented customers by scale, using measures they recognised, such as end-user volume and deployment size, and tied each package to the value it delivered.
• We tested the model against competitor benchmarks, our own deal data and a cost analysis, so prices held up with buyers and covered what it cost us to deliver.
• For the enterprise AI line, we combined per-user platform licensing with forward-deployed engineering fees for customisation, so pricing follows how enterprise AI is actually adopted.
• We gave sales clear packages to work from, instead of a blank page for every deal.

• Contract values grew in larger accounts.
• Sales stopped building a custom price for every deal.
• Pricing became part of the go-to-market system behind 2.5× ARR growth in a single year, on track for 4.5× over two years.

Pricing is a product decision, not just a sales one. When packages follow how customers grow, the price explains itself, and revenue grows with the customer.