H&S Compliance SaaS
One pricing tier for everyone became three, aligned to value, adding $4.5M ARR from existing customers.
The challenge
A single pricing tier served every customer segment, from sole traders to large enterprises. High-value enterprise customers paid the same as low-usage SMEs. The product had expanded significantly but packaging had not. Willingness to pay across segments was unknown, and sales were discounting aggressively to close enterprise deals.
The approach
Each step below is a step of PROFIT+, named so you can see which part of the method did the work.
- Research
Conducted structured willingness-to-pay research across three customer segments.
- Research
Identified a high-value enterprise cluster generating 3x the product value of the SME base.
- Optimise
Redesigned packaging into three tiers aligned to use-case complexity, with feature gating informed by usage data.
- Implement
Introduced a hybrid metric combining a base subscription with usage-based compliance activity tracking.
The outcome
- 28% increase in ARPU across the customer base.
- 11% improvement in trial-to-paid conversion.
- 3% reduction in churn through better segment-to-tier alignment.
- $4.5M net new ARR from repricing existing customers, with no product changes.
In one line
We helped a compliance SaaS add $4.5M in ARPU through smarter segmentation and packaging, without changing the core product.
Relevant to Executive teams · Compliance / Vertical SaaS
Could this be your pricing?
Most of these outcomes started with one 30-minute call and a look at the price card.
More work
All case studiesA product-market-pricing fit crisis turned into 106% ARR growth by re-anchoring the price to fundraising outcomes.
Overlapping tiers buyers couldn't tell apart became clear, value-differentiated ones, lifting ASP 17%.
Market entry rebuilt on localised willingness-to-pay after a flat currency conversion stalled early sales.