
Growth-Stage
Series C, $50M-$100M Revenue
You have developed a repeatable revenue model and are now focused on expanding into enterprise sales, new geographies, and strategic partnerships. As the organization matures, operational efficiency becomes a top priority. Your pricing strategy must therefore evolve beyond driving pure growth to support long-term, sustainable profitability, and your maturity makes you better to capture more of the value you create through raised price levels.
As the product portfolio expands, new complexities arise around effective bundling and structuring monetization to maximize value across all offerings without cannibalizing existing revenue streams. Sales cycles are more complex, and you’re seeing more negotiations, more pricing exceptions, and more pressure on your sales team to manage price. Many companies at this stage optimize hybrid pricing models to accommodate SaaS + GenAI offerings and begin building out a dedicated pricing function.
Monetization Focus for Growth-Stage Companies
Expanding to new customers segments from your initial focus
Strengthening discounting governance to avoid revenue leakage
Refining customer segmentation to maximize revenue capture
Establishing multi-region pricing strategies
Monetizing cross-sell across product lines and aligning pricing architecture to support a multi-product strategy
Developing pricing and packaging for a multi-product portfolio
Raising price levels to reflect premium value and increase ACV
Investing in pricing tools, ownership, and process maturity
Creating playbooks to enable sales and customer success teams around pricing

Key Pricing Questions
How do we transition from SMB to enterprise pricing (or visa versa)?
Should we introduce commitment-based or hybrid pricing models?
How do we control sales-led discounting without slowing deals?
What’s the best way to price for multi-year contracts?
How do we optimize pricing to improve gross margins?
How do we introduce a pricing owner or build a pricing team?
How can we use pricing analytics to drive ongoing decision-making?

Engagements
6-15 weeks long, full-time staffed projects, focused on major transformations and capability building
Sprints
2-4 weeks long, full-time staffed short projects, focused on tightly scoped specific questions
Workshops
Half to full day workshops to make progress on problem-solving specific questions, and/or gaining direction

