For companies whose cost to serve moves every week.
A seat is a licence to log in. Your product does work — inference, agent runs, outcomes — and the cost of that work changes underneath you as models get cheaper and usage patterns shift. Pricing set on last quarter's cost to serve is already wrong, and the usual advice is to copy a competitor who is guessing too.
And what usually forces the question.
The seat does not describe the product
Value scales with work done, not with headcount, and some of your buyers are agents rather than people. A per-seat list price is measuring the wrong thing.
Gross margin is the constraint
Cost per unit of work sits between you and a defensible margin. The pricing model has to hold that line, not just grow ARR.
The model has to change while the book is live
Moving to usage or hybrid with paying customers already on seats, without triggering the churn the migration was supposed to avoid.
What's different about this engagement.
- Cost to serve sits inside the model
The value model carries your unit economics, so an indicated price is checked against the margin it leaves rather than only against what the market charges.
- Usage, hybrid and commits are first-class
Rate cards, tier brackets, commitments and overage are how the design is expressed, not a workaround bolted onto a seat model.
- Willingness to pay is measured, not assumed
In a category two years old there is no benchmark worth copying. Demand instruments give you a number that is yours rather than inherited from a competitor's guess.
The questions that bring us in.
It doesn't stop at the recommendation.
Most pricing advice ends with a deck. What you are buying here is that the evidence underneath the price stays current — and that someone tells you when it has moved enough to matter.
Your own book
Realized price, discounting, retention and mix — computed from your invoices rather than reported off your pricing page. This part is software on your own data, so it is current as soon as a sync lands.
Competitive pricing
Your pricing expert re-reads competitor rate cards, normalised to comparable tiers, so a repricing reaches you from us rather than from a deal you have just lost.
Willingness to pay, per segment
Demand does not hold still. Your expert re-runs the instruments so you see the band move before a slipping win rate tells you months later.
The economic value model
What you are worth against the buyer's next-best alternative. Your expert rebuilds the model as your product does more and the alternatives move.
Your own book is live because it is your data — the analyses recompute as soon as a sync lands. The rest are cadences a person keeps, not alerts a dashboard fires: your pricing expert does the refresh and brings you the read. Each one either confirms the price you are charging or turns into a proposal, and nothing changes until you approve it.
The Albi workspace
Your engagement runs in a workspace you log into. Your expert works there on your data; you review the evidence, read the proposal, and approve the move. Approved pricing provisions into Stripe from the same place.
- One workspace per pricing initiative, with the evidence behind every number
- The proposal, the working underneath it, and the approval in one surface
- Nothing reaches your billing system until you approve it
Next: the answer where the question gets asked
Not built yetNobody asks a pricing question in a pricing tool. They ask it in the thread where a deal is being argued, on the record where the opportunity lives, or through an agent already halfway through a task. We are building toward Albi answering in those places, from the same evidence — and none of it changes who approves a price.
- In the deal threadChat, wherever your team argues deals — Slack, Teams, or whatever you actually use.
- In your CRMThe guidance on the opportunity record, where the rep already is.
- To your own agentsAn MCP server, so agents you already run can read your pricing evidence directly.
- Through the APIYour own surfaces, your own workflow, the same evidence behind it.
Approval does not move. However the question reaches us, the answer comes back as a proposal a person signs off.
Let's price the work, not the seat.
A 30-minute conversation with a pricing operator. If it isn't a fit we'll say so on the call.