One project. The full PMM arc — owned end to end, unified by one brain.
Pricer was meant to be a pricing-page builder for Webflow. I reframed it as a SaaS pricing-optimization platform for startups, then built the whole thing — product strategy, positioning, personas, pricing craft, onboarding and in-product UX, GTM, and the demand validation that proved people would pay. The founder refused to launch. So it's a complete, owned artifact you can audit from the reframe to the receipts.
Built on Patrick Campbell's CXL pricing course — ProfitWell / Price Intelligently as the guiding system.
Six stages, one owner. The depth is below each line.
This is the breadth. Scroll on for the artifacts and the call behind each — the real work, not a list.
Product strategy & positioning
Reframed the product. Set the category — the first pricing-optimization platform for Webflow. ↓
Personas — by stage, not firmographics
Three personas by MRR stage, because pricing strategy is stage-dependent. ↓
Pricing craft
Value metric, six models, real sensitivity research, the tiers — and the model I changed. ↓
Onboarding & in-product UX
The setup flow as the customer's first pricing consultation, plus the MRR-deadline lifecycle. ↓
GTM & launch
Full launch plan and pre-launch checklist — built, never run. ↓
Demand validation & measurement
Proved willingness to pay in the wild; investors and customers lined up. ↓
They wanted a page builder. I told them what they were actually building.
The first time I saw it, the team thought they were building a pricing-page builder for Webflow. My PMM brain went: no — you're building a SaaS pricing-optimization platform for startups running on Webflow. A page builder is a feature. The product is the strategy and the loop around it.
Pricer — the first pricing-optimization platform for Webflow. A pricing-page builder with the most-used SaaS pricing strategies built in, A/B testing for pricing and messaging, and the analytics to see which strategy actually grew the business. Built for early-stage SaaS founders and marketers who aren't pricing experts.
I came in pre-launch with no positioning, personas, messaging, packaging, or GTM — and owned all of it, from the category framing down to the onboarding questions and the in-product flow.
The call: don't sell a page builder. Sell the job — find the right pricing before the money runs out.
For early-stage SaaS startups who are struggling to generate revenue, get a healthy CAC/LTV ratio, and attract funding,
Pricer is a pricing-page builder for Webflow
that provides a new way to find the right pricing and monetization strategy early — so you don't run out of money,
unlike the present, where you ignore pricing, don't iterate on it, can't monetize properly, and leave money on the table.
The call: differentiate on speed of iteration — test multiple pre-built strategies and publish in minutes — not on design or templates. The moat is the process. Pricing isn't an event; it's a loop.
Pricing strategy is stage-dependent. So I segmented by MRR stage.
Most persona work splits by industry or company size. For a pricing product that's the wrong axis — a $5K-MRR startup and a $5K-MRR agency need opposite pricing help. I split the market by where the money actually is.
Validating PMF
- Pain: don't know how to price or monetize an MVP
- Wants: first paying customers, validation, funding
Building sustainable growth
- Pain: too many free users, low LTV, inconsistent MRR
- Wants: convert free→paid, maximize LTV
Scaling profits
- Pain: profitable monetization, CAC/LTV balance
- Wants: raise prices without churn
The call: each persona gets a different plan, message, and monetization motion — not one generic pricing page. The packaging follows the persona, or the primary plan serves no one.
Roles in the room: founders, PMs, PMMs, marketing generalists, agencies/consultants, and sales reps who own pricing in sales-led companies.
The jobs I designed for
The hardest part of pricing isn't the number. It's the value metric.
Most pricing work starts with "what should we charge?" I started one level up: what unit of value are we charging for? Get the value metric wrong and no model scales.
The value metric I defined
- Aligns with customer needs — charge for value customers actually get
- Easy to understand — intuitive without a sales call
- Grows with the customer — the more they win, the more we win
Functional metrics: per user, per 100 videos, per 1,000 emails. Outcome metrics: per views, per revenue, per transactions.
The pricing page structure I used
- Primary — the one I wanted to sell most ("Most popular")
- Decoy — fewer features, priced just under primary, to make the primary obvious
- Anchor — premium, far higher, to make the primary a no-brainer
Three plans around one product. Never promise value you can't deliver.
The six SaaS pricing models, mapped with their trade-offs
I matched each model to a persona instead of picking one on instinct.
Easy to explain; focused funnel.
No upsell path; lacks nuance.
Max revenue via persona targeting; clear upgrade path.
Overwhelm if too many plans; deep research needed.
Drives upsell; clear feature tiers.
Frustration if basics are gated.
Simple; predictable MRR; rewards adoption.
Login-sharing loss; hard to show a seat's value.
Low commitment; flexible; easy entry.
MRR volatility; growth tied to customer growth.
Low commitment; scales with customer success.
Revenue fluctuations; must be transparent on total cost.
A real pricing-sensitivity finding — and what it changed
I ran a pricing-sensitivity survey. What the market thought Pricer was worth:
The call: $49 is the perceived-value sweet spot — $29 actively destroys trust. Price below your quality signal and you lose buyers you didn't know you had.
The pricing I designed — and why I changed the model
First version charged a percentage of revenue (align with customer success). Final version charged on traffic. Here's why I moved off the principled option.
Startup
- Pricing page builder
Traction
- Pricing page builder
- Remove "Powered by Pricer"
Growth
- Pricing page builder
- Premium support
- Remove "Powered by Pricer"
The call: a take-rate is principled but operationally messy at pre-seed — revenue tracking is hard, and buyers can't compare it to anything. A traffic metric is clear, forecastable, and still grows with the customer. Clarity beats principle here — and clarity wins the self-serve buyer.
Every setup question teaches a concept and captures the data to recommend a price.
I refused to build onboarding as a form. I built it as the customer's first pricing consultation — each question does two jobs: educate the founder and feed the recommendation engine.
Connect Webflow
Pricer auto-applies the site's branding, colors, and fonts — a consistent page out of the box, no design work.
Run the discovery survey
Revenue per customer, profitability, CAC, MRR, revenue goal, expenses, how often pricing is reviewed, current model. Each hint teaches the concept (how to calc CAC, what MRR is) — research that doubles as education.
Pick a strategy & value metric
Select a pre-built pricing model and the single value metric to charge for. Pricer AI suggests adjustments based on the deadline to hit the MRR target.
Build primary, decoy & anchor plans
Package three plans around the product — the one to sell, a decoy to make it obvious, an anchor to make it a no-brainer. Set features, price points, FAQs.
Publish, monitor, test
Ship the page, watch the metrics, then A/B test a second page against it. Iterate — pricing is a process, not an event.
The lifecycle I designed around the MRR deadline
Suggest a revision
Adjust price points, messaging, or packaging — and re-test.
Reassure
Confirm the strategy's on track; hold the line.
Congratulate & push
Suggest a price increase paired with the next experiment.
Behavior nudges fire on the funnel: started a draft and didn't publish in 7 days → published the pricing page → first subscribed customer.
The growth model I planned — don't monetize on day one
Prove people will use it. Get the messaging and value proposition right. Don't touch monetization — why would anyone pay if you can't make them click your value prop?
Improve the base loop. Watch the free→retention→paid rate. Is the product efficient enough at driving free users through?
Do not scale yet. Be 100% convinced you have product-market fit.
Subsegment. Identify the one core group that retains best and ignore the rest — they pollute your thinking. Interview the ones who love it. Start thinking in months, not weeks.
A complete launch motion, blocked at the founder's sign-off.
The full pre-launch checklist and launch plan were ready to ship. They were never run.
Channels: LinkedIn · Twitter · Reddit · IndieHackers · Slack · Product Hunt.
I didn't just build the assets — I proved people would pay.
Building decks isn't PMM. After the messaging, positioning, GTM, and assets were done, I went out and validated demand — and lined up the capital path.
Pre-launch research in the wild
Posted and ran research in Reddit, IndieHackers, and founder communities to test the thesis and willingness to pay before a line of launch copy shipped.
Investors lined up
Found investors ready to back the company as soon as we hit 10 paying customers.
Customers found
Found the paying customers too. Everything was set — assets, demand, capital path, and pipeline.
What killed it: the founder chose not to launch without first closing an investment round — even with investors queued and customers in hand. The project sits idle.
The dashboard that would've proved it worked.
I built the metric set to answer one question: is the pricing strategy actually growing the business — or just looking busy?
The call: the signal that matters is plan-revenue distribution — which plan drives the most revenue per user, not just the most users. That's how you know whether the primary plan is doing its job.
What does this all mean?
One PMM owned the whole arc — and unified it.
Reframe the product. Set the positioning. Draw the personas. Do the pricing craft — value metric, models, real research, the tiers. Design the onboarding and in-product flow, and the lifecycle around the MRR deadline. Plan the growth model. Build the GTM. Set the measurement. Then go validate demand until investors and customers are lined up.
Product, growth, marketing, content, and demand gen — all of it, one brain. It never shipped, which is the only reason you can see the full thinking instead of just the wins. That's what this is: what it looks like when one PMM owns the whole thing — the depth and the breadth, not a slice.
Complete PMM · depth & breadth · 0% shipped · 100% ready