Who hurts
SaaS companies between $500k and $5M ARR who last changed pricing two years ago.
The problem
Pricing is the highest-leverage lever and the scariest to touch. Teams debate it for months because nobody owns the experiment infrastructure or the risk.
What you build
A productized service: instrument the pricing page, run a sequence of tests on packaging and anchoring, handle grandfathering, and report revenue per visitor rather than conversion rate. Start as consulting, extract the tooling once the playbook repeats.
Why now
Billing platforms finally make plan changes safe to reverse, which is what made pricing experiments too dangerous before.
Validate it this week
Sell one engagement at $5k. Deliver it entirely by hand. The product is whatever you got tired of doing twice.
Why you'd keep winning
Benchmark data across engagements — what packaging works at what ACV — which no single company can produce alone.
The honest risk
Services revenue is not software revenue. Be deliberate about when you stop taking engagements, or you'll have an agency.
The prompt is written to make an AI argue with you before it writes code — that first round of pushback is worth more than the scaffold.