“Is our pricing where it should be?”
A read on your current pricing against your own book and the competitive set.
Usually a founder or CRO who already suspects the answer.
Pricing was set at launch, or at the last raise, and nobody has revisited it deliberately since. The product does more than it did, the competitive set moved, and the discounting has drifted. The question is not whether to change something — it is what, and by how much, and with what to show the board.
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.
What you actually charge
Realized price against list, per tier and per segment, computed from your own invoices — not the price on your pricing page.
Where you sit in the set
Tier-by-tier competitive position with the source behind every competitor number, so the comparison survives a challenge.
Where the headroom is
The tiers and segments where your own data shows room, and the ones where it does not.
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 specific finding, usually narrower and more uncomfortable than expected
- Competitive position per tier, sourced and dated
- The recommended move, the price points, and the segments it applies to
- Every number carrying the evidence and the source behind it
Whether to move price now, move packaging first, or fix discounting before touching list — and on what evidence.
Nothing reaches your billing system until you approve it.
A review is a snapshot. This is what keeps it true.
Every number behind a pricing recommendation has its own decay rate. What makes this a system rather than a deck is that each one is on a rhythm you can hold us to.
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.
- Realized-vs-list and the discount waterfall
What you actually charge, as opposed to what your pricing page says
- Revenue & customer pivot — ARPU, tier mix, concentration
Where the revenue really comes from, and how much of it rests on a few accounts
- MRR movement, NRR / GRR
Whether the base is growing under you, or you are outrunning churn
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.
- Price-level comparison
Where you sit against each competitor, tier by tier, with the source behind every number
- Tier normalisation to comparable levels
That the comparison is real, rather than three pricing pages set side by side
- Per-tier percentile positioning
Whether a price move is available at all, and in which tier
Demand moves with the category, not the week. Simulated respondents are what make a quarterly re-measure affordable at all — a conventional study is priced to be run once.
- Van Westendorp — the acceptable band per segmentlead
The range a segment accepts before price becomes the objection
- Gabor-Granger — the demand curve
What you give up in volume for each step up in price
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.
- Economic value against the next-best alternative
What you are worth to the buyer, which is not what the market happens to charge
- Explicit capture % per segment
How much of that value you take — your decision, never one we infer
- WTP guardrail — value cross-checked against measured demand
Whether the value case and the demand evidence actually agree
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 our pricing where it should be?"
Bring us the question. A scoping call gets you the shape of the engagement, what your data makes possible, and a number.