Wanted to sanity check a view with you: MCP matters product-wise, but not as a standalone pricing unit. My take is SaaS companies shouldn’t monetize MCP itself. It’s a connectivity layer, and customers don’t buy “protocol access” - they buy the value it unlocks. So the monetization likely shows up in: - premium AI layers — paid add-ons / tiers with custom agents, integrations, context, admin controls, or workflow automation - usage-based pricing — credits, actions, outcomes - seat expansion / plan upgrades - pull-through to core product usage So my thesis is: don’t monetize the protocol; monetize the value created through it. Curious what others are seeing: - what usage patterns are real? - how are you packaging it? - what are customers actually paying for?

Hey all 👋 We launched the PricingSaaS MCP beta last week and the feedback + experiments so far have been 🔥 One thing we’re seeing quickly is that people start with:“Cool, I can connect tools to pricing data…” Then the next question becomes: “What can I do with it?” That’s where Claude Skills come in. If you’re new to them, the simple mental model is: - MCP = tools - Skills = recipes PricingSaaS MCP gives you data + knowledge tools, and Skills let you chain those tools into repeatable workflows — so you can basically run analyses or reports on demand. Example: I built and ran pricingsaas-report-builder skill on Slack’s pricing → https://share.pricingsaas.com/1772731424/slack-pricing-report-2026-03.html I’ve attached the pricingsaas-report-builder Skill to this post—feel free to grab it, try it, and remix it. Curious: - Are you using Claude Skills yet? - What kinds of Skills are you building (or wish existed)? Would love to see what people are experimenting with. 🚀

Hi everyone, great to be here. I'm Tomas, an independent billing advisor focused on helping SaaS companies turn pricing ideas into repeatable billing systems. My work sits in the layer that comes after pricing strategy, and that's where things can get messy :-) - subscriptions + usage-based hybrids - plan changes, proration, and edge cases - global sales (MoR vs direct payments) - making sure the billing setup doesn't break product experience or reporting I've spent the last few years working heavily with Stripe and similar platforms, helping teams implement flexible pricing without locking themselves into brittle setups. More recently, I've been building Billing Atlas – a structured advisory service that helps SaaS teams make and execute billing decisions with clarity. I joined this community because pricing and billing are tightly connected, but often discussed separately. I'm particularly interested in how pricing decisions hold up once they hit real systems and customer expectations. Happy to share practical insights from the implementation side, compare notes, or help validate ideas when useful. Looking forward to learning from all of you.