A price increase usually costs you win rate and speed. This one bought all three.
Conventional wisdom says raise price and you win fewer deals, slower. We raised price, won more, and closed faster, because the risk was never the price. It was the model.
The picture, before the words.
The commercial business leaned on a pure per-seat license model. That sounds stable until you see what it exposes you to: when revenue is a function of seat count, every contraction at a customer is a contraction in your revenue, with no other lever.
A team shrinks, your ARR shrinks with it. You are not pricing the value, you are renting chairs. And underneath it, nearly half our active users sat on the free plan, using the product every week, never paying.
Solve the seam, wire the stack, split the drag from the judgment.
I repriced and repackaged so revenue was tied to the value delivered, not the number of seats occupied. That de-risked the base: a customer could reorganize without the contract falling apart, and we could grow an account on something other than headcount.
I redesigned the line so real usage had a reason to convert, instead of living free forever.
The lazy read is to chase free users into a wall. That does not hold. We fixed the model underneath first, then the conversion followed.
What was true after that was not true before.
The result, and the detail behind it.
Lead with what changed, then break it down.
The commercial model leaned on a pure per-seat license, so deals were transactional and more than 40 percent of active users were never monetized at all. Repricing around value instead of seats grew average deal size about 30 percent, and a stronger PLG motion cut free-plan users to under 15 percent of the active base. It also fixed land-and-expand, so organic growth started showing up in expansion revenue. A price increase is supposed to cost you win rate and speed; the risk was never the price, it was the model.
If your revenue moves one-for-one with your customers' seat counts, you do not have a pricing model, you have a beta on their headcount. Package around the value. It de-risks the base and, done right, it makes the deal easier to say yes to.
The receipts, and what the field says.
From the people I built with.
“Heath led our North America SME sales team with exceptional skill. His deep understanding of the cross-border payments landscape helped the business find product-market fit and propelled our sales to new heights.”
“Heath is one of the rarest sales leaders I've learned from. He takes a holistic approach to go-to-market and understands every customer-facing department has a role in growth. I believe he's creating the blueprint for sales leaders to become holistic revenue leaders.”
Same method, on your workflow.
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