Howdy pricing people! Hope you all had a restful break and your year is off to a great start. We're back at it with a fresh Office Hours session with @Ulrik Lehrskov-Schmidt. Most of you know Ulrik, but if not, he wrote my personal favorite book on pricing, The Pricing Roadmap, and has worked with 200+ B2B SaaS companies as the CEO of Willingness to Pay. We'll be collecting questions in advance (@Alexa Gjonca - already got yours 🫡) and will use the remainder of the hour for live Q&A. The event is next Friday, 1/16, at 10am EST. Register here and drop your questions in the thread below. Look forward to seeing you there! Rob + Ulrik

@Rob Litterst @John Kotowski very excited to dig into this report! https://www.growthunhinged.com/p/2025-state-of-saas-pricing-changes So many themes resonated that you/Kyle discussed in the LI post. The meta point (pricing models are in flux) resonates, and I’m sure 2026 will be no different. The one that resonated most: It’s been interesting to see everyone jump into credits, but it’s also easy to see this being an interim solution that’s flexible enough to work but has clear limitations.

Hi everyone, and happy holidays! I am kicking off Q1 with a revamp of my current company's enterprise offering structure, from packages to pricing structure. Like many others, we are looking to move away from user-based pricing. I am planning to run WTP research through qualitative interviews to help us better understand the value within our product for large enterprises and to validate the options we have for new metrics to bring into a value-aligned pricing structure. My ask: Does anyone have resources they have found particularly insightful in informing how to set up successful qualitative enterprise WTP studies? Any lessons learned that could help me here? Any input is appreciated! Additional context: We're a Series A SaaS/"on-prem" hybrid product with deep open-source roots (https://www.localstack.cloud/).

I’m extremely grateful to be in this tribe and wish you all a stellar 2026. I’d like to share some thoughts… I’ve spent the last 6+ years at AWS helping software companies scale SaaS/AI and put product into customer hands. Additionally in my prior roles as product management where I have built billing systems, and processing billions in usage, subscriptions, custom, and other flavors of pricing and packaging - of course taken this globally, I find myself in a few repeated conclusions. 1. The work of pricing is never done. Product shifts, market shifts, trends force change, economic factors influence behavior, and what may have been today’s problem, isn’t tomorrow’s problem - traditional BI, Excel, and tools are not working. 2. Pricing only works when there is TRUE cross functional alignment AND execution - Continues to be an issue and is success is derailed with internal factors. 3. There is no such thing as the perfect pricing and packaging - tomorrows pricing and packaging teams will work closely with growth, be heavy in experimentation, and behave like builders. 4. It’s never a pricing problem - what the GTM, whats the pain point, what’s the sales comp, is it new or existing customer, and finally have you actually orchestrated the tech stack to perform? 5. Plan for the ICP/Persona for launch but plan to shift and discover new ones. 6. The role of pricing leaders is not to price, but to enable product and GTM teams to incorporate the vision, strategy, and monetization early in product, feature, market launch as early as possible. Pricing leaders will coach and find growth opportunities, revenue leakage, experiment, and uncover money left on the table. Finally - profitable growth is the only metric that matters. Sometimes it’s strategic to flex on profit, or growth, and then settle on both. Thank you and look forward to your own thoughts. https://www.linkedin.com/in/akshaypatel07?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app

1. Where does pricing role sit today? 2. Who does it report to? 3. What are the decision making veto powers of your leaders and collaborators for a pricing decision? 4. Three things that would solve your largest problems