Insight 1. [Customers paid for confidence and workflow scale, not a longer list of features.]
Case study · [Company] · [Year]
[Finding the right value in a new pricing tier]
[Building a commercial offer that matched customer needs without adding unnecessary product complexity.]
My role
[Pricing strategy and launch]
Team
[X cross-functional partners]
Timeline
[X months]
Stakeholders
[Finance, Sales, Customer Success]
TL;DR for busy readers
[+$XX]
Expansion ARR
[+XX%]
Contract value
[XX%]
Tier adoption
[A single offer left growing customers underserved and made value hard to price. I led research, modelling and a limited launch of a tier designed around the segment’s most valuable use cases. The result was stronger expansion revenue with clear adoption and churn guardrails.]
01 · Context
Where the business was
[At [Company], a [stage] product in [market], customer needs had diverged as larger accounts adopted the platform. The existing plan made high-value capabilities difficult to monetise. Leadership needed a growth lever that preserved trust and avoided a disruptive repricing.]
02 · Problem
What was broken, in numbers
[Expansion had plateaued at [rate], while larger accounts asked for capabilities that smaller customers did not need. The symptom was limited revenue growth; the root cause was a mismatch between packaging and the value different segments received.]
Goal I set:
[Increase expansion ARR by [$X] while keeping churn below [X%] and preserving the existing customer promise.]
03 · Discovery
What I learned
[Used willingness-to-pay interviews, win/loss analysis, usage segmentation and scenario modelling with Finance.]
Insight 2. [A small set of capabilities strongly differentiated the target segment.]
Insight 3. [Predictable billing was as important as the headline price.]
04 · Options & trade-offs
The decision
[We chose an additional tier to preserve the core offer and test segment demand. We cut bespoke add-ons, agreed a consistent value metric, and aligned Sales and Finance on migration rules and commercial guardrails.]
05 · Solution
What we shipped
[Caption: explain the key product change shown above.]
[Shipped a new tier built around [capabilities], with clear eligibility, a comparison page and an upgrade journey. Added billing visibility so customers could understand the price before committing. Equipped Sales and Customer Success with a consistent value narrative.]
06 · Execution
How we got it out the door
- 01
[Piloted with [X] accounts before broad availability, tracking adoption, expansion and cancellation intent.]
- 02
[A billing edge case emerged during the pilot. We paused automatic upgrades and resolved it before expanding the rollout.]
- 03
[Worked with Finance, Legal and Customer Success to establish transparent renewal and migration rules.]
07 · Results
Impact
[$X → $X]
Expansion ARR
[$X → $X]
Average contract value
[X → X%]
Tier adoption
[The tier delivered [commercial outcome] while churn remained within the agreed guardrail. Self-serve upgrades were slower than expected for [segment], suggesting that the value story needed more context before a buying decision.]
08 · Reflection
What I’d do differently
[I would test packaging language earlier alongside the pricing model. An economically sound offer still needs a value story customers immediately understand.]
[Connected customer insight to a commercial decision, while keeping the team honest about the trade-offs.]