For the person who owns pricing at a software company.
You own monetization at a company that bills on subscriptions or usage, and pricing has never been anyone's actual job. Albi is the pricing function you were going to hire — a senior pricing expert working continuously on your own data, with the software that makes that economic.
And what usually forces the question.
Seed to Series B — the founder
Priced once at launch and never revisited. A raise, a new tier, or a competitor's move forces the question, and there is nobody in the company whose job it is to answer it.
Series B and up — CRO, RevOps, Head of Product
A book large enough to reprice, no pricing function, and discounting that has drifted somewhere nobody chose.
Mid-model-change — CFO or Head of Pricing
A seat-to-usage or hybrid migration already decided, with an installed base to protect on the way through.
What's different about this engagement.
- Stripe is the shortest path in
A read-only sync of customers, subscriptions and invoices, and your book is modelled. A CSV or Excel export of the same works, and that is how most first engagements start.
- Approved pricing ships
Once you approve, the design provisions into Stripe — products, prices, coupons and entitlements — as a dry run first, journaled, and revertible per run.
- Start with one question
A competitive benchmark or a willingness-to-pay study on a single offering is a complete engagement. Most companies widen once they have seen the evidence.
| Account | Current | New | Δ MRR | Risk |
|---|---|---|---|---|
| Northwind Co. | Plus | Pro | +$14.40 | low |
| Acme GmbH | Business | Teams | +$9.00 | med |
| Globex Inc. | Pro | Pro | $0.00 | low |
| Initech | Plus | Plus | −$2.59 | high |
The questions that bring us in.
Is our pricing where it should be?
A read on your current pricing against your own book and the competitive set.
What should we charge for this?
A defensible price for a new product, tier or market — before you launch it.
We charge one price everywhere. Should we?
One product, priced per market — sized on what each country's book, panel and purchasing power actually supports.
We're moving from seats to usage. How do we not break the book?
A value metric that tracks what you deliver, and a migration that protects the base.
Our discounting is out of control. What do we do?
What your realized price actually is, and a policy your pricing supports.
Our tiers don't make sense anymore. How should we repackage?
What goes in which tier, what fences them apart, and what it does to the base.
We need to raise prices. How much, and who absorbs it?
Uplift sized on your own book, cohort by cohort, with the churn risk modelled first.
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 look at your pricing.
A 30-minute conversation with a pricing operator. If it isn't a fit we'll say so on the call.