“Is this company's pricing a risk, or the upside?”
A pricing read on a target or a portfolio company, on a diligence timeline.
A deal team, or an operating partner in the first hundred days.
The model assumes a pricing uplift, and nobody has checked whether it is there. Reported ARR is a list-price story; realized price, discount discipline and tier mix are where the actual quality of revenue lives. The difference between the two is often the whole thesis.
| Tier | ARPU | Realized | List | Disc. |
|---|---|---|---|---|
| Free | $0 | $0 | $0 | — |
| Plus | $9.40 | $9.40 | $11.99 | 22% |
| Professional | $16.10 | $16.10 | $19.99 | 19% |
| Business | $18.20 | $18.20 | $24.00 | 24% |
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.
Quality of the revenue
Realized-vs-list by tier and segment, revenue concentration, ARPU, and the NRR / GRR dynamics under the headline growth rate.
Discount discipline
Where the company is actually pricing versus where it says it prices, by segment, deal size and renewal cohort.
Competitive position
Tier-by-tier placement against the set, sourced — the evidence for whether a price move is available at all.
Sized headroom
The pricing move the company's own data supports, projected onto its live book customer by customer.
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.
- A pricing read on the target, with the evidence and its sources
- Realized-vs-list and discount discipline as a quality-of-revenue exhibit
- The uplift the data supports, projected on the live book — labelled projected, never realized
- The risks: which cohorts absorb a move and which churn
Whether the pricing upside in the model is real, and what the first hundred days should do about it.
Nothing reaches your billing system until you approve it.
After close, the read becomes the workstream.
Diligence ends at a signed deal; the pricing thesis in the model does not. The same evidence base carries into the first hundred days, and then everything below switches on at its normal rhythm.
Run on the diligence timeline, from whatever data the process makes available. Post-close it becomes live, like any other engagement.
- Quality of revenue — composition, concentration, realized-vs-listlead
What the reported ARR is actually made of
- NRR / GRR and cohort retention
Whether the growth is the product or the sales team
- Discount discipline as a proxy for commercial control
How much of its own price the company actually controls
A point-in-time read. The set goes to monthly once this becomes a post-close workstream.
- Percentile positioning — is the assumed headroom real?lead
Whether the uplift in the model has anywhere to go
- Price-level comparison
Where the target sits in its set, sourced and dated
Not run for this question.
Headroom is sized during diligence and rebuilt quarterly after close, against what actually happened.
- Sized headroom, always labelled projected
The move the target's own data supports, with the word projected attached to it
No primary research. You cannot survey a target's customers during diligence — no access, no time, and it would signal the deal. The read is inference from their book and the market, which is exactly why it continues after close.
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?
"Is this company's pricing a risk, or the upside?"
Bring us the question. A scoping call gets you the shape of the engagement, what your data makes possible, and a number.