Pricing & revenue optimization
The revenue you’re missing isn’t in the funnel. It’s in your pricing.
For scaling fintech and SaaS teams leaving revenue on the table. Reset pricing to the value customers actually get, then build the system that keeps it there.
What does pricing optimization actually change?
Pricing optimization changes three things: what you charge for, how the price scales with the value a customer receives, and how quickly a quote turns into a signature. Most of the recoverable revenue in a scaling company sits in the second and third, not in the headline rate. Raising the number is the smallest lever available and usually the wrong one.
The problem
Cost-plus pricing is quietly telling your market you’re a commodity.
Underpriced, and you know it
Prices were set early to win the first deals and never revisited. Raising them now feels risky, so you don’t, and the gap widens every quarter.
Discounting without a floor
Reps concede to close, with no clear value story to hold the line, and every discount quietly resets what the next customer expects to pay.
Competing on price, not value
When the number is tied to your costs, you’ve told the market your inputs are the point, and handed every competitor an easy way to undercut you.
Bloomera’s approach
From cost-anchored to value-led, with the system to hold it.
I start from what your customers actually value, rebuild pricing and packaging around it, and put the quoting discipline and review cadence in place so the gains hold instead of eroding deal by deal.
- Value & willingness-to-pay analysis
- Pricing & packaging redesign
- Quoting & deal governance
- Pricing operating rhythm
Proof
Pricing work that has moved real numbers.
From the value-based pricing rebuild at Solium (later Shareworks).
Across companies at this stage, we typically find double-digit revenue leakage still sitting in quote-to-cash.
Further reading
More on pricing from Field Notes.
The 30-second discount that costs you for three years
A discount is a permanent decision your team makes in the time it takes to lose a deal.
The pricing structure that sold itself
How a tiered model with overages gave reps a lever before discounting, and quietly drove upsell.
Your best customers are subsidizing your worst
Flat pricing feels fair. It usually means your highest-value customers are overpaying to cover everyone else.
What to expect
A simple way to start.
Scoping call
A short, focused conversation about where pricing stands today and what you’re trying to unlock.
Diagnostic & plan
A clear read of your current pricing and a prioritized plan you can act on right away.
Build & embed
Hands-on work to put the changes in place, and the operating rhythm to keep them working.
In their words
She’s an operator first. She doesn’t hand you a framework and leave, she stays in it until the work is actually done.
Common questions about pricing work
What is revenue optimization?
Revenue optimization is finding the money a company already earns but leaves on the table: in how it packages and prices, in discounts that were never governed, and in how long a deal takes to close. It is an operations problem more than a sales one.
How is pricing optimization different from just raising prices?
Raising prices changes one number and hopes customers absorb it. Pricing optimization changes what you meter, how the price grows with the value delivered, and how the quote-to-close path runs. It usually recovers more revenue with less churn than a straight increase.
Where does most recoverable revenue hide?
In discounting that nobody controls, in packaging that does not track the value customers get, and in a quote-to-cash process slow enough that deals stall. The headline rate is usually the least of it. The pricing structure that sold itself shows what the fix looks like in practice.
More field notes on pricing: when your best customers subsidize your worst and the thirty-second discount.
Ready to talk?
Think your pricing is leaving money on the table?
A 30-minute call, no pitch, we pinpoint where value is leaking and what to fix first. You leave with the plan, not a dependency.
Every engagement is led by Neta Pyasi, former VP of Operations at Benevity ($1B to $3B+ in volume) and an early operator at Solium (acquired by Morgan Stanley).