PricingFromTheStart.comA private equity firm had rolled up 10 separate brokerage-tools products, each priced per-Agent under incompatible tier structures. As these products transitioned from standalone tools into modules of a single unified platform, the fragmented pricing made bundling and cross-selling awkward and unsustainable. Compounding the challenge, long-term market trends showed brokerages operating with fewer Agents overall, while smaller brokerages generated more transactions per Agent annually than larger ones—signaling that the existing per-Agent pricing logic was becoming misaligned with how value was actually being delivered and consumed.
I was hired directly by the CMO to lead the pricing strategy redesign across all 10 products, with a mandate to deliver a unified pricing model within 4 months ahead of the platform merger—and I delivered in 3. My process began with usage and transaction-volume analysis across all 10 products, followed by a review of historic sales data. I then interviewed a representative sample of brokerages spanning different sizes to understand how pricing sensitivity and usage patterns varied by segment. Using these inputs, I modeled multiple per-transaction pricing scenarios against historical revenue to stress-test the new approach, then partnered closely with sales and finance leadership to validate the model and assess its downstream impact on the sales organization.
The result was a shift from incompatible per-Agent pricing to a unified per-transaction model with compatible tiers across all product lines and customer segments. This gave Marketing, Sales, and Product teams a single, shared view of pricing across the entire portfolio for the first time—laying the pricing foundation needed to support the products' merger into one cohesive platform experience.
