How BizBrains increased recurring revenue from 32M to 52M DKK in 12 months while unifying leadership on product definition for the first time in 10 years

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“One of the most important moments was when a founder said: “This is actually the first time in 10 years that we’ve been aligned on what our product is.”

Morten Klank - Former CEO of BizBrains

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About:

BizBrains is a Danish private equity–backed company that provides integration software for enterprise retailers and SMEs. Active in Denmark and broader European markets, the company helps businesses streamline and connect their software systems. By 2022, following several acquisitions, BizBrains faced fragmented product lines and a misaligned customer base, creating the need for a unifying strategy that could align multiple stakeholder perspectives, including those of the founders and private equity owners.

Situation

BizBrains faced a critical moment in its growth. Following the acquisition of a smaller competitor, the company’s product offerings had become fragmented: enterprise customers were on one platform while small and mid-sized customers used another. Leadership was divided on priorities, profitability was impacted by unprofitable small customers, and there was no unified understanding of the company’s product or strategic direction.

To address these challenges, BizBrains recognized the need for a structured repricing and packaging project, coupled with a cultural alignment process, to ensure that all stakeholders - from founders to department heads - were fully aligned on the product vision and growth strategy.

What we did: 

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“This wasn’t just a pricing project - it was one of the most important cultural alignment processes BizBrains went through. Ulrik’s role was critical in helping us step back, redefine what our product really was, and align the organization around that.”

Morten Klank - Former CEO of BizBrains

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When Morten Klank stepped in as CEO in 2022, BizBrains had strong technology but lacked coherence. Enterprise customers were on one technical platform and small customers were on another. Profitability was pulled down by unprofitable small customers and internal leadership teams were divided on how to move forward. The goals were clear but difficult to achieve inside the organisation. BizBrains needed to align the entire portfolio under one platform, move small customers to the enterprise solution, design a sustainable and future proof pricing and packaging structure, and overcome internal bias to build real alignment.

Working closely with the leadership team we mapped the jobs customers actually depended on BizBrains to solve and used this as the foundation for a new packaging architecture. We separated true value drivers from items that created direct cost for BizBrains which made the monetisation logic both clearer and more sustainable. We evaluated the economic impact created for different customer groups and used these insights to shape price levels that reflected outcomes rather than legacy product constraints. This created a narrative that internal teams could rally behind and that customers recognised as fair and long term.

Platform strategy and pricing strategy only work when they are designed together. When pricing is anchored in customer outcomes and tied directly to one coherent platform vision it becomes a tool that removes internal friction instead of creating it. A clear pricing backbone forces clarity on what the product should be and gives the entire organisation a shared language for decision making.

The result was a structure that allowed BizBrains to consolidate customers on one platform with confidence while protecting profitability. Leadership alignment improved as the new pricing architecture provided a clear rationale for moving small customers onto the enterprise solution. The company could now communicate one unified story to the market and operate with far greater clarity internally.

Outcome

BizBrains was able to transform both its commercial approach and internal alignment. The collaboration delivered measurable business results and long-term strategic benefits:

• Structured repricing and packaging: Developed a clear, future-proof framework that eliminated internal biases and enabled consistent decision-making.
  
  
• Full stakeholder alignment: Brought leadership across product, sales, customer success, finance, and ownership onto the same page, creating a unified vision for growth.
  
  
• Seamless platform transition: Migrated small customers from a legacy system to a modern enterprise platform, improving customer experience and unlocking additional revenue.
  
  
• Rapid execution: Achieved all objectives within a tight two-month timeline, ensuring timely communication with customers and accelerating the impact on recurring revenue.
  
  

As a result, BizBrains strengthened its market positioning, increased recurring revenue from 32M to 52M DKK in 12 months, and established a repeatable model for scaling pricing and packaging initiatives in the future.

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“Having an external consultant was instrumental for success. Internally, decision-makers often have biases. We needed a neutral facilitator to drive alignment.”

– Morten Klank, former CEO, BizBrains

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