I am coming to appreciate how brands use subtle imagery to make their pricing plans more digestible. Vanta here does a simple check vs. sparkle to differentiate AI vs. non-AI features.

Hi Everyone, I’m very excited to join this community. I have about 8+ years of experience in pricing strategy and tools in mobility tech and e-commerce. My expertise lies in pricing B2C services and products for tech startups which are in launch and growth phase and want to build a sustainable business right from the start. I particularly enjoy envisioning and building pricing models and tools for pricing automation. I’m currently based in Heidelberg and work remotely as a Product Manager for Pricing & Analytics for Berlin based E-commerce aggregator. Looking forward to connecting with all of you and hopefully learn and add value to this community! Linkedin Cheers, Sanidhya

Hey all, my team’s hiring! Been here 3 months and been loving it so far. Love it because it’s fast-paced, high-impact, and very collaborative - and an opportunity to shape a product and brand we all got to know well when the pandemic made us all go remote. Happy to chat about my experience on the team! https://www.linkedin.com/jobs/view/4363742712

Hey y,all, happy Friday! Wanted to share my key takeaways from our Office Hours session yesterday with Mark Walker and Tina Kung from Nue.io for those that couldn't make it. For context, Mark and Tina have spent the last two decades deep in the world of CRM, Billing, and ERPs. Tina has built out billing and CPQ products at Salesforce, Zuora, and Oracle. They're building Nue to be the revenue engine for the AI era and are powering companies like OpenAI, Superhuman, Glean, and Chili Piper. Here are my favorite learnings from the session: Takeaway #1: The PLG/SLG binary is false. Most companies will operate in both motions simultaneously, and the customer experience should flow seamlessly between them. Takeaway #2: Flexibility is the meta-strategy. In the AI era, product roadmaps, pricing models, and customer needs change too fast for rigid packaging. Build for adaptability. Takeaway #3: Credits and committed spend are the bridge. They preserve PLG simplicity while enabling SLG complexity, and let customers gradually adopt new services without re-contracting. Takeaway #4: Professional services are a growth lever, not a cost center. Embed them in committed-spend contracts, make them self-serviceable, and think of them as usage products. Takeaway #5: Don’t cancel-and-replace. Whether transitioning a customer between motions or introducing new pricing, preserve continuity. Friction kills expansion. Takeaway #6: Involve finance early. The CFO’s perspective on revenue recognition, SKU management, and reporting should shape packaging decisions from the start. Takeaway #7: System architecture matters. Disconnected billing, CPQ, and self-service systems are the bottleneck. Unified platforms are required to execute these strategies. Read the full recap with for color from Mark and Tina here: https://newsletter.pricingsaas.com/p/how-to-make-plg-slg-work-in-the-ai Otherwise, have a great weekend!

One of the hardest things to sort out in pricing seems to be wrangling the product catalog. Sales need it in CRM/CPQ systems. Finance need it in Billing/ERP systems. Product/Pricing need it in ... where? When products have usage-based pricing or entitlements, many ERPs can't handle it, and the product catalog spreads into a third system that handles usage, credits, entitlements, etc. We see how this crosses organization boundaries, lacking a single clear owner, and keeping everything in sync becomes super important - and very difficult to keep 100% correct over time. And most likely, someone in your organization is using Excel in some part of this process. Curious to hear how others split the product catalog, both horror stories and success stories.