“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.
A CFO or founder facing a margin conversation, a raise, or a cost base that moved.
The increase is happening; the open questions are the size and the sequence. Raising list is straightforward. Raising on customers who are already paying you is where the risk sits, and it is the part usually decided by a round number and a hope.
The evidence, before the recommendation.
Nothing here is a market average or a rule of thumb. Every number is computed from your own data or carries the source it came from.
How much the evidence supports
Willingness-to-pay by segment and your competitive position, so the size of the increase is an argued number rather than a chosen one.
Who absorbs it
Every live subscription mapped to its new price: current-vs-new, delta, renewal date and migration route.
What it risks
Churn risk per cohort and a risk register, alongside the net ARR delta — projected on your own book, labelled as projected.
What you get, and what keeps going.
One engagement produces something you decide on. What happens next — and on what rhythm — is the section below.
The work product.
- The uplift, per tier and per segment, with what it was computed from
- A per-customer current-vs-new table, sorted by exposure
- The business case: net ARR delta, churn risk, break-even
- A cohort rollout — at renewal, grandfathered, or new customers only
The size of the increase, who is exempt, and when each cohort moves.
Nothing reaches your billing system until you approve it.
The increase is the easy part. The year after is not.
You modelled churn and absorption before the move. Afterwards there is an actual answer, and a new question about how much room is left.
These read your own data, so they are current the moment a sync lands — no waiting for a reporting cycle to find out what you charged last week.
- Per-customer impact — current-vs-new, cohort by cohortlead
Exactly who pays more, by how much, and when their renewal lands
- Cohort retention and NRR / GRR
Which cohorts have absorbed a change before, and which have never been tested
- Revenue simulation and the business case
Net ARR delta against modelled churn — the number your board will ask for first
A tracked set of six to eight competitors changes something every two or three weeks. Monthly catches each move within weeks; daily would report nothing almost every day.
- Percentile positioning — how much headroom the market leaveslead
Whether the increase moves you within the field or out of it
- Price-level comparison
The competitor a churning customer will actually be quoted by
For two quarters after the move the demand read runs monthly, while the cohorts are still moving. Waiting a full quarter to learn what the increase cost means the next one is argued from nerve.
- Gabor-Granger — the revenue-maximising pointlead
Where added price stops paying for the volume it costs you
- Van Westendorp — where the ceiling actually sits
The point at which the increase reads as expensive rather than as a rise
A value model is wrong the day you ship something that changes the offer, not on a date. Quarterly is the floor; any release that moves what the buyer gets pulls it forward.
- Value headroom above what you charge today
Whether the increase closes a gap you can defend, or opens one
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.
Where this question usually comes from.
Judge the method before you buy it.
We run this analysis on public pricing pages and publish what we find — outside-in, every claim bounded. It is the closest thing to watching us work before you hire us.
All teardowns →An $8 AI add-on worth about a dollar a seat — withdrawn, and replaced with a $20 tier boundary worth an estimated $120–165M.
Read the Notion teardownBefore you book a call.
What do you need from us to start?
Read-only access to your billing system, or an export of customers, subscriptions and invoices. Competitive and demand evidence we bring ourselves.
Who does the work?
A senior pricing operator, with Albi's agents doing the continuous groundwork on your data. You review a proposal — you are not being handed software to learn.
What if we disagree with the recommendation?
Then it does not ship. Every number arrives with the evidence behind it, so you can argue with the reasoning rather than the conclusion.
Does this end, or continue?
Either. A scoped engagement ends at a proposal you approve or reject. A standing mandate keeps the willingness-to-pay, value and competitive evidence current, and brings you a move when one is warranted.
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.
Not the one you're asking?
"We need to raise prices. How much, and who absorbs it?"
Bring us the question. A scoping call gets you the shape of the engagement, what your data makes possible, and a number.