One USD price list for the whole planet? A $649 seat of Pro means something very different in Mumbai, Munich and Manhattan. How does your pricing survive regional purchasing-power reality?

The full executive answer

Today: one USD list, globally, settled in local currency — including rupees — with GST and VAT calculated and remitted by our merchant of record, and INR invoicing available on Enterprise. That is stated verbatim on the pricing page, and for launch it is the right simplicity: regional price discrimination before you have a single customer is premature optimisation with a real downside — arbitrage, channel conflict, and a price integrity problem before price integrity exists. One honest list is also the cleanest possible baseline for measuring regional willingness-to-pay once real buyers vote.

But your underlying point is correct and priced into the model’s design: the tier ladder itself does much of the purchasing-power work. An independent consultant in Mumbai enters at $149 Basic; a GCC signs Enterprise with negotiated terms — the same list supports a 70x spread between entry and floor, which absorbs a great deal of regional variance through tier selection rather than regional price sheets. And Enterprise, where the largest regional variance lives, is quoted deal-by-deal anyway, which is where regional adjustment belongs at our stage — in negotiation, not in a public matrix that instantly becomes the global reference price.

Roadmap, honestly labelled: if the data shows India self-serve conversion choking on USD-anchored prices, regional pricing is a solvable mechanics problem — the pricing lives in one canonical code module and the billing already handles arbitrary stored amounts per org, so a regional list is configuration, not surgery. The discipline is Van Westendorp per region before any regional list ships: measured willingness-to-pay, not assumed poverty or assumed premium. Regions deserve evidence-based prices, not stereotyped ones.