What is your discount and negotiation posture? If I push, how far do you fold — and how do I know your list price means anything?

The full executive answer

The published posture is deliberately simple: one structural discount exists — roughly 17% for annual billing, two months free, hard-coded as a constant in the pricing module and printed on the pricing page. Self-serve tiers are not negotiated at all; Basic, Pro and Max are card-swipe prices through our merchant-of-record checkout, with no implementation fees and cancel-any-time. That is a feature, not rigidity: a list price that never moves is a list price a CFO can trust.

Enterprise, from $9,000 a month billed annually, is where negotiation lives — but I trade value, not margin. Pre-revenue, the concessions I will make are non-cash: deeper design-partner access, roadmap influence, extended pilot terms, price-lock guarantees at renewal. What I ask in return is referenceability — a named logo, a case study, a win/loss debrief. That is the classic give-get: every concession is exchanged for something that compounds our next sale.

Honest gap: we have zero negotiation history, so this posture is untested under fire. The compensating control is that it is written down before the first deal — the most dangerous discounting happens when a desperate founder improvises. Our target is one new subscriber per month and three Enterprise customers in ninety days, and I would rather miss that target than teach the market our prices are fiction.