Get a pricing strategy mentor who has set the price before
Vetted GrowthMentor mentors who help founders, operators, and service owners figure out what to charge and how to package it. Every mentor below wrote their own take on the work.
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🚀 Richmond Wong, JD 💰📈
5.0 · +59 more
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Founder · Permit Hound
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Product Manager
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Growth Marketing Consultant · nicorubino
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Head of Marketing · DOWN Dating App
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Co-Founder · Bagmaya
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CEO & Co-founder · Review Robin
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The mentors, in their own words.
60 mentors available
🚀 Richmond Wong, JD 💰📈
No bull$hit advice for new SaaS founders perfect your 1st profitable Go-to-Market📈 Ex-Reuters: Launched in 10+ markets 🌏
Your offer dictates your pricing. We'll talk about how to build your promotion and offer such that price is an afterthought and your prospects and customers will be more than happy to give you their money.
Agata
I make Google Ads work for SaaS & B2B 🚀 | Founder at addecoder.ai | Ex-Google, Groove, Piktochart I Google Ads Mentor
In 2021, as an interim Product Manager, I developed a growth roadmap that included revamp of pricing plans and the launch of value-based pricing. With the changes, we increased the free-to-paid conversion rate by 96% y/y.
Pricing and packaging, and monetization overall are one of the less developed and yet most impactful growth levers there are. Pricing strategy is the new CRO: let's start applying science to it and unveil its potential.
🚀 Frank M. Saviane 📈
🚀 Full Stack Growth in B2B Tech | GTM | Fractional CBO/COO | Growth Engineering (Code/No-Code) | VC | M&A
I have been working with a lot of startups and scaleups (especially B2B products and services) to come up with proper pricings (cost, competitive, value). Can support on both pricing testing/setting or optimization
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Getting pricing right can make a bigger impact than almost any other element of your agency. There are many options including hourly, fixed-bid, value pricing, points, and more. Let's connect and find out which combination makes the most sense for you.
Ekaterina Gamsriegler
App Growth advisor. Product 50's Top Growth Product Leader 2024. Reforge practitioner
I have a proven track record of increasing customers' LTVs and improving monetization strategies that include pricing as well. Have run multiple experiments and carried out lots of research. Happy to share my experience and advice!
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54 more pricing strategy mentors
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Say what you're stuck on. We line up the right person.
A session
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Live, one on one
30 min
Talk to someone who's done it. Thirty minutes, recorded.
After the call
Krzysztof Szyszkiewicz
Recording
You came in with
"Two tiers, cheap one always wins."
You left with
"A decoy tier above it made cheap look cheap."
20:54 / 30:00
Jump to the moment
Keep the recording, summary, and takeaways. Yours.
What a pricing mentor does
A pricing strategy mentor has already set a price for a product or service like yours, gotten it wrong, fixed it, and raised it. You get a 1:1 call with someone who treats price as part of the whole offer, not a number you pull from thin air.
Most calls do some version of five things:
- Restructure the offer. The most common win is not "charge $49." It is re-architecting what you sell and how it is packaged so the price has something to stand on.
- Fix where the price sits. A mentor finds where your price and paywall are costing you conversions without you noticing, then moves them so the funnel stops leaking.
- Name the right buyer. The right price depends on who you are charging. A mentor helps you pick the segment that values the work most, then prices to them.
- Pick a model. Flat, per-seat, usage, tiered, or freemium. You leave knowing which model fits your product and which to stop forcing.
- Build the nerve to act. Most readers already did the homework. A mentor pressure-tests the plan you half-built and helps you commit instead of circling the number again.
The value is direction on the model and the package, not a calculator that spits out a figure.
You also leave with a record. After each call, the takeaways are written down for you, ready to keep or skip:
Olga MykhoparkinaOffer and pricing auditRestructure to good-better-best and build the middle tier to be the one most people pick.
Raise the price for new signups by 20 percent first, leave the existing base untouched until the numbers come back.
KeepSkipNobody has pushed back on the price in a year, that is the signal you are leaving money on the table.
KeepSkipThe churn is a value-metric problem, move off per-seat to usage before you touch the number itself.
KeepSkipPricing mistakes that cost most
Most pricing problems are not exotic. They are the same handful of mistakes that almost everyone makes, and a mentor spots yours fast:
- Underpricing. the field's number-one mistake. Early founders and service owners are almost always too cheap, and a price that looks like a bargain makes buyers wonder what is wrong with it.
- Cost-plus pricing. you add a margin to your costs and call it a price. It ignores the value the customer gets, which is the only number that matters.
- Copying competitors. you match a rival's price without knowing their costs, their segment, or their strategy. Their number is not your number.
- Treating price as one-and-done. you set it once at launch and never revisit it, even as the product, the market, and your costs all move.
- The wrong value metric. you default to per-seat because everyone does, when usage or outcomes would track the value far better and grow your account.
Choosing a pricing model
Before you pick a number, you pick a model. The model decides how the price scales as customers get more value, and getting it wrong is hard to undo later.
- Flat rate. One price, one plan. Simple to sell and simple to understand, but it leaves money on the table with your biggest customers.
- Per-seat. You charge per user. Easy to forecast, but it can punish adoption and push teams to share logins.
- Usage-based. You charge for what people consume. It tracks value closely and grows with the account, but it is harder to predict.
- Tiered good-better-best. Three packages with a clear middle tier as the target. The default most SaaS lands on, because it fits how buyers choose.
- Freemium. A free tier feeds a paid one. It works on volume, but only if the free tier creates real pull toward upgrading.
- Hybrid. A base fee plus usage, or seats plus add-ons. Most mature pricing ends up here once the simple models stop fitting.
Most products land on three tiers
When in doubt, the field default is good-better-best with roughly three packages and a middle tier built to be the one most people pick. A mentor helps you decide what goes in each tier and which value metric they scale on.
Trial vs freemium vs paywall
If you sell software, one decision shows up again and again: free trial, freemium, or a hard paywall. They are not interchangeable, and the wrong choice can cap your growth without you seeing it.
- Free trials. convert at a markedly higher rate and monetize within days. They work best when there is a clean close event and a price high enough to justify the friction.
- Freemium. converts in the low single digits and monetizes over months. It can win on sheer volume, which suits a lower price point and a product people share.
- The price point picks the model. higher prices favor a trial with a clear moment to buy. Lower prices favor freemium that wins on numbers. Let the price decide, not the trend.
When free users sign up and never pay, the cause is usually activation, not price. If people never reach the moment your product proves its worth, no paywall placement will save the conversion. A mentor can tell you whether to fix onboarding, the trial, the free tier, or the offer.
Are you charging too little?
The single most common pricing worry is also the hardest to answer alone: am I leaving money on the table? A mentor who has raised prices before can read the signals with you.
- Nobody pushes back on price. if no prospect ever flinches or negotiates, your price is almost certainly too low. Some resistance is a healthy sign you are near the right number.
- Customers call you cheap. when buyers describe you as a bargain or a steal, the price is signaling the wrong quality level and you are inviting the wrong customers.
- The product improved and the price did not. you have shipped real value since you set the price, but the number has not moved to match it.
- You have not raised in years. your costs went up, the market moved, and the price has sat still the whole time.
How to raise prices safely
Most people who suspect they are too cheap are scared that raising prices will scare customers off. Done well, a price increase loses very few of them and lifts revenue immediately.
- Move in modest increments. a measured step is easier to defend and easier for customers to absorb than a sudden jump that feels like a different product.
- Grandfather existing customers. let loyal customers keep their old rate for a while, or step them up gently. Goodwill is cheaper to keep than to rebuild.
- Lead with what improved. tie the new price to the value you added since the last one. A price change reads very differently when it arrives with a reason.
- Raise for new customers first. test the higher number on new signups before touching your base. You learn how the market reacts with almost no risk.
A mentor who has run price increases can sequence yours and write the message so it lands as an upgrade, not a penalty.
Mentors start diagnosing before the call. A typical first exchange after you book:
Konstantin ValiottiPricing your services
If you run an agency, consult, or sell a productized service, pricing is its own problem. Hourly billing commoditizes your expertise and caps your earnings no matter how good you get.
The move is off hours and toward value. A mentor who has made that jump can walk you through it:
- Run a value conversation. before you quote, understand the outcome the client is buying and what that outcome is worth to them. The price follows from there.
- Price to the ROI. anchor your fee to a multiple of the value you create, not to the time it takes you. Faster delivery should not mean a smaller invoice.
- Present three options. offer three tiers and present the highest first. It anchors the conversation and lets the client choose how much value to buy.
- Move to retainers. trade one-off projects for recurring scope where it fits. It smooths your income and deepens the relationship.
Most consultants never try value pricing
A large share of service owners stay on hourly purely because they were never shown how to price any other way. The higher earners use value pricing and retainers. The first conversation with a mentor is often the one that unsticks it.
What customers will pay
You cannot reason your way to the right price from a spreadsheet. The number lives in the heads of the people who would buy, and a mentor helps you go get it.
- Talk to real prospects. structured willingness-to-pay conversations with people who fit your buyer beat any internal debate about what feels fair.
- Use a simple framework. methods like Van Westendorp turn a few pricing questions into a usable range, so you anchor on evidence instead of a guess.
- Price by segment. different buyers get different value and will pay different amounts. Pricing each segment to its own willingness to pay beats one number for everyone.
- Move upmarket when it fits. larger buyers are less price-sensitive and care about ROI over a bargain. Shifting toward a higher-value segment can lift both the price and the deal size.
A mentor can design the questions, sit in on the logic, and help you turn the answers into a price you can defend.
a willingness-to-pay read, x-rayed
Twelve buyer interviews pulled from your own signup list1. Van Westendorp puts the acceptable range at $80 to $1402. The enterprise segment tolerates roughly three times the SMB number3. The price you can defend: $119, with a $199 tier for the upmarket buyer4.
Real buyers, not a spreadsheet
The number lives in their heads. A dozen structured conversations beat any internal debate about what feels fair.
The framework
A few pricing questions turned into a usable range. You anchor on evidence instead of a guess.
The segment spread
Different buyers get different value. Enterprise pays more, so it gets its own number.
The defensible number
One price you can stand behind, plus a tier for the buyer moving upmarket.
Four inputs, one number you can defend. The hard part is getting buyers to talk, and that is what the call is for.
When to book a call
You do not need the whole strategy figured out. Bring the one pricing decision that is stuck. The most useful moments to book:
- You are launching and choosing a model. you have a product close to ready and no settled price, and you want to pick the right model before you commit.
- You suspect you are too cheap. nobody pushes back, customers call you a bargain, and you want a straight read on whether to raise.
- Your paywall is leaking. traffic and signups are fine, but the conversion to paid is not, and you cannot find where the price is getting in the way.
- You are moving upmarket. you want to shift toward a higher-value segment and need to rework the offer and the price to match.
- You are packaging a service. you run an agency or consult and want to move off hourly toward value-based pricing or a retainer.
A focused 30 minutes with the right mentor usually settles a number you have circled for weeks.
You can also run it in reverse: post what you are stuck on as a help request, and mentors raise their hands to take it.
What people book pricing calls about
Rarely what they end up solving. The ask on the booking form is usually a symptom, and a mentor who has set prices before recognizes the pattern underneath it. Three that come up again and again:
walked in as, walked out as
Walked in as
A price-point problem
Should we charge $49 or $99?
Walked out as
A packaging problem
Nothing frames why the price is fair.
Walked in as
A discounting problem
Every prospect asks for a discount.
Walked out as
A qualification problem
The wrong buyers are in the room.
Walked in as
A churn problem
People cancel after the second month.
Walked out as
A value-metric problem
You bill for seats, not for value.
Three calls, one mechanic. The problem that leaves the room is never the one that walked in.
Why GrowthMentor
Every mentor on GrowthMentor is vetted before they are accepted. Fewer than 5% of applicants get in. They are operators, founders, and advisors who have set real prices, not influencers selling a pricing course.
Pricing is rarely a standalone problem. It is tangled up with positioning, your ideal customer, and how you monetize the whole product. The mentors here treat price as part of the offer and the funnel, which is exactly what this question needs. You can find the right person for this decision, then a different person for the next one.
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Book the fourth call, or the fortieth. Nothing on this receipt changes.
People who were exactly where you are.
GrowthMentor enables us to swiftly get a world-class expert to give us guidance on any marketing issue or question in a matter of days.
Hamel Shah · Co-Founder
Read Hamel's storyKnowing I can always book a call to help me clarify what I'm doing is the best feeling in the world.
Lena Sesardic · Product Manager
Read Lena's storyI like to set my own strategies and then get help from experts to improve on them and check if I'm on the right track.
Minh · Solo Founder
Read Minh's storyIt gave me fast access to expert-level insights that I couldn't get from academic research or user surveys alone.
Nicola Rubino · Growth Marketing Consultant
Read Nicola's storySometimes I'm stuck at one step and all I need is someone who can share experiences of what they did when they were in my situation.
Annie Chen · Head of Marketing
Read Annie's storyI enjoy having pretty much instant access to a pool of worldwide, expert mentors who are keen to share their expertise and help others.
Carlos Terol · Co-Founder
Read Carlos's storyAsk ChatGPT
Don’t take our word for it.
Ask ChatGPT what it really knows about pricing strategy mentors and GrowthMentor, then decide for yourself.
Before you join
What people ask before their first call.
Most products land on three tiers in a good-better-best structure, with the middle tier built to be the one most people pick. The harder part is deciding what goes in each tier and which value metric they scale on. A mentor who has packaged pricing before can help you design the tiers around how your buyers choose.
Value, anchored to the ROI your customer gets. Cost-plus ignores what the work is worth to the buyer, and copying a competitor ignores their costs, their segment, and their strategy. A mentor helps you find the value your product creates and price to that instead of to a formula.
Talk to real prospects who fit your buyer and run structured willingness-to-pay conversations, using a simple framework like Van Westendorp to turn the answers into a range. Different segments will pay different amounts, so it helps to price each one to its own value. A mentor can design the questions and help you read the results.
Probably, if nobody pushes back on your price, customers describe you as cheap, your product has improved without a price change, or you have not raised in years. Some resistance is healthy and a sign you are near the right number. A mentor who has raised prices can read your specific signals and tell you whether to move.
Move in modest increments, grandfather or gently step up existing customers, lead with the value you added since the last price, and test the higher number on new signups first. Done this way, a price increase loses very few customers and lifts revenue right away. A mentor can sequence yours and help you write the message.
Free trials convert at a markedly higher rate and monetize within days, while freemium converts in the low single digits over months but can win on volume. The price point should pick the model: higher prices favor a trial with a clear close event, lower prices favor freemium. A mentor can tell you which fits your product.
It depends on your model, your sales motion, and how much your price needs context to make sense. Showing it builds trust and filters out poor-fit buyers, while hiding it suits complex or negotiated deals. A mentor who has run both can give you a straight read for your specific situation.
Each billing period trades cash flow, commitment, and churn differently. Annual brings cash forward and locks people in but is a harder sell, while monthly is easy to start and easier to leave. A mentor can help you pick the default that fits your product and how you discount the longer terms.
Move off hourly toward value-based pricing or retainers. Hourly billing commoditizes your expertise and caps your earnings no matter how good you get, while value pricing ties your fee to the outcome the client is buying. A mentor who has made that jump can walk you through the value conversation and how to present your options.
Start with a value conversation to understand what the outcome is worth to the client, then anchor your fee to a multiple of that value rather than to your time. Present three options with the highest first to anchor the choice. Most service owners stay on hourly only because no one showed them this, and a mentor can run it with you.
The price or the paywall is usually the silent culprit, but the cause is often activation rather than the number itself. If people never reach the moment your product proves its worth, no paywall placement will convert them. A mentor can walk your funnel with you and find whether to fix onboarding, the trial, the tier, or the offer.
Pricing is rarely separate from positioning, your ideal customer, and how you monetize the whole product, so the best help comes from operators and go-to-market people who treat price as part of the offer. Bring your current pricing, a draft pricing page, or a model you have half-built, and they will pressure-test it with you. You do not need a polished brief.
Still have questions? See all FAQs →
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