At its best, SaaS packaging creates a value ladder — a structured progression where each tier clearly corresponds to: A different customer maturity level A broader or deeper use case A higher level of value delivered Lower tiers enable entry and adoption. Higher tiers drive performance, efficiency, or strategic outcomes. This ladder should feel inevitable: as customers grow, moving up becomes the logical choice. FIGURE 1 – SaaS Value Ladder Illustrates the progression from e

Tech-enabled services companies operate between SaaS and traditional services. They do not sell pure software. They do not bill purely for labor. They deliver ongoing outcomes powered by technology, data, and domain expertise. It is a strong model. It is also commercially complex. Most start focused. Over time they add modules, analytics layers, managed services, and acquisitions. Revenue grows, but pricing logic fragments. Similar customers pay very different rates. High-val

For decades, “per seat” pricing has been the default for SaaS and many technology products: count the users, multiply by a license fee, and you have a simple, predictable revenue model. That logic made sense when software value mapped closely to the number of humans logging in. AI is breaking that link. As AI agents automate work that humans used to do, seat-based pricing risks shrinking revenue just as your product’s value and cost-to-serve go up. Token-based pricing offers