Pricing Page unPacked - OKTA: A la carte, bundles and AI agents

Rob Litterst (0:19)

Welcome to Pricing Page unPacked. I'm Rob Litterst. I'm joined by Ulrik Lehrskov-Schmidt, pricing expert and CEO at Willingness To Pay. Each week we take a real company's pricing page and break it down. The decisions behind it, the trade-offs, and what it tells us about how the company actually wants to grow. No slides, no scripts, just a real conversation between two friends who live and breathe pricing. Let's dive in. Ulrik, today we are getting into the world of identity management and security with Okta.

So Okta is kind of like one of the initial, I think, identity and security companies with single sign-on, multi-factor authentication, identity lifecycle management, device trust and access policies. My experience with Okta is pretty deep. I think I've used Okta at like three different companies now. The thing about Okta is it starts to drive you a little bit crazy because you get to the point where you can't sign into literally anything without going through like an Okta verification thing. And while you know that it's protecting you and it's protecting the company, in a day-to-day workflow, it can start to drive you completely insane.

But I think that's the tax that we have to pay for AI and everything that's going on right now.

Background: Okta and its founding story

Ulrik Lehrskov-Schmidt (1:29)

Yeah. So it's you spend a tremendous amount of time convincing a robot that you're not a robot, right? So I think it's like they're founded in 2009, I think. So it's like a decade after like the dot-com bubble or peak, where it's like, okay, we're gonna like do business on the internet, and then we do a decade of that, and then it's like, oh, this is like you're old, like me. Like in the early days when you went to the internet, there was you don't there you didn't have to accept cookies.

There was no like weird, like it was just there, and you just use it. And then in a weird way, all of that actually became less user-friendly because now we have to tick off the boxes, there's all the CAPTCHAs, there's also like, yes, like allow the cookies, what whatever it is, right? In the first decade, all of that was like a little bit cowboy, like things were like, hey, here's a web page, go use it, right? And then I think obviously that kind of broke down, right?

So, like, we need the security, we need the compliance, we need the governance, we need all these things to, especially as environments become more complex and organizations start to like now we have a thousand people and they all have access to the system, whatever. And then that's where the need for something like Okta suddenly came. It's one of these where they're from 2009, probably being that like 2008, 7, 6, that's where all the pain started to sort of grow into the market, where all the companies sold their software SaaS applications, and suddenly we needed to govern all this.

And that's then when Okta sort of arrived to the scene. So from a like just a like memory lane perspective, it makes total sense why like the timing of their arrival to the market, right?

Rob Litterst (3:16)

And I think notably last week we talked about Salesforce. CEO of Okta, Todd McKinnon, was senior VP at Salesforce for five and a half years from 2003 to 2009. So we kind of talked last week about how Salesforce just kind of permeates the rest of SaaS, right? And you have like all these founders who came from kind of like leadership roles at Salesforce. Okta is kind of one of those shining examples where you know, Todd McKinnon came from Salesforce and built a multi-billion dollar company after leaving.

Ulrik Lehrskov-Schmidt (3:50)

He was a VP of development, right? So he has like other developers, they're like a decade into Salesforce, already big post-IPO. He's probably like pulling hairs on a daily basis of just having to manage security across this team, right? And then he's like, okay, screw it. I'm just gonna go out and like build the thing that does this for everyone.

Rob Litterst (4:11)

Those are like my favorite founding stories too. And I know like we both know Scott Woody from Metronome. And it's like he was trying to ship pricing changes at Dropbox, and it kind of led to the entire reason for building Metronome, right? And it's super cool when you're like dealing with this struggle and you decide I'm gonna go and build the solution. So I always loved love to see that. Okta, obviously, big company now. They have over 18,000 customers worldwide. Major enterprises and SaaS companies use them, over 6,000 employees in 2025, over 2 billion in revenue.

They IPO'd in April of 2017. So public company. And as far as the different products, you touched on a few of them, but workforce identity cloud, which includes single sign-on, MFA, identity lifecycle management, device trust and access. They have a customer identity cloud, which is authentication for apps and websites, user identity management, developer identity APIs, identity governance, API access management. So basically everything in that kind of world of identity and security and access management falls under Okta. And I think like because they have such a robust product catalog that kind of spans across all these different sections of identity and security, there are a lot of different ways that a company could work with Okta ostensibly, right?

From a la carte to curated bundles

Rob Litterst

And so I think in the past, they always had this like very flexible a la carte model. I'm gonna pull it up right now. So this is their pricing page from February of 2025. And kind of like the way that I was introduced to Okta was that they had this like very flexible a la carte style pricing where you could buy single sign-on for X dollars per month per user. MFA, Universal Directory. It's like you scroll through and you see like all 20 or so products that they have.

And for the most part, they have pretty much a flat fee per user per month. You can see there are a few of them where they have like different levels that you can sign up for, like workflows. The reason that I bring all of this up is in Q2 of 2025, they made a big pricing change where they shifted from kind of like the default setting being a la carte pricing to these curated bundles and tiers that were kind of like your baseline suite for Okta.

When they made this actual change, they kind of had like a, they softened the blow a little bit. They had this disclaimer like down under these tiers, they said a la carte option still available, and they made it very clear. Since then, they have gotten rid of that. They still allow you to buy products a la carte, but it's become increasingly clear that they are really trying to push towards these curated tiers, which are kind of like what you start with, and then you can add additional functionality on top of that as needed.

Why bundling happens when products outgrow the sales motion

Ulrik Lehrskov-Schmidt (6:58)

What kind of business dynamics are we running here? So it's like, okay, so we have 2.6 billion of revenue, 18,000 customers. That puts them at just under 150k per account. So that usually means that they have like their smallest accounts are going to be tens of Ks, but maybe they have like a little bit of legacy, which even smaller than that, but then they have and then they have accounts that are sort of seven figures, right? But just at 150K, if you sell like $2 things, that's actually quite impressive.

So the thing, like the one thing is to just say you can actually get at like a six-figure ACV on selling two dollar per user per month things. So that's sort of like step one is that whatever the a la carte was, it actually worked quite well to get them to that point. It's like death by a thousand cuts, like, oh, this is gonna be just two dollars, and this other thing is gonna be another two dollars, and then you're only gonna pay two dollars for this as well, and then five dollars, and like and then people are just like, yeah, yeah, we need all of it.

And you just like every single incremental a la carte item feels cheap, and then you end up paying like half a million. They're like, oh, okay. Right. But I guess you have to all that, but you have to implement across your entire company, right? Like that's the big thing there's. Yeah, because you can't have like holes in the security mesh, right? So out of the gate, like something did work, and then I think what usually happens is that in inside organizations like this, then you're like, okay, so we have all these products and we're making money and it's great.

And cross-selling is a problem. So we have this great SSO, we also have the great like multi-factor authentication, and we have the great device management and so on, right? And so let's say we have 10 products, and then on average, all of our customers are buying like two and a half, and then it becomes this increasingly difficult task to get customers to buy all of the things you have, right? And that's usually what then like pushes you at some point to say, okay, so maybe we bundle it.

Like let's say we have that what does everyone need? Like they need these four things. Okay, that becomes the well, yeah, there's actually sort of four things in the starter packs, like single sign-on, multi-factor authentication, a universal directory, and some workflows. Okay, great. Like that's for everyone. And then the next thing that everybody needs is better MFA and so forth, right? So the idea is then they start down that journey. In the beginning, that feels really dangerous because it's like, oh, we're taking optionality away.

Like, what if people only want single sign-on and now we're forcing them to buy the MFA? I can no longer buy the just the $2 thing, I have to buy a $6 thing, or we're gonna lose sales, right? And the problem from an organizational perspective is that there is no data before the fact that can just tell the tell you the answer. You kind of have to take a chance on it and say, hey, this just makes sense. We're just gonna try it.

Then you get to try it in the new sales. If it works, then you get to go back and do it all to or on all of your existing customers, right? But I think fundamentally, usually they this kind of move is happens when an organization starts to have way more product available than they're actually able to sell. So it becomes like the sales motion that they had originally sort of broke down because the product complexity of the product portfolio just grew past what that sales motion was able to lift.

Rob Litterst (10:28)

That makes a ton of sense. You can see like that, they've kind of like scoped out. I do think they've done a really good job. They obviously saw this from the sales process back when they were offering a la carte. Like, I'm sure they had like a pretty tailored pitch on like here are the things you definitely need, here are the things you probably need, here are the things you might need, depending on your complexity and use case. But they they've got this pretty clear kind of hierarchy of like where to start, what to add, and where to go.

You know, they likely kind of got to this point where they just needed to start bundling things and make that kind of initial conversation a little bit easier.

Repricing existing customers: more for more

Ulrik Lehrskov-Schmidt (11:03)

Sometimes in these kinds of conversations, you actually get to reprice existing customers tremendously, right? So that's a great point. You get to do it in sort of like because the fundamentals of the communication angle is like a more for more. So you're buying some things today, but like what you're what you what we want you to buy tomorrow is our essentials package, and it contains these six things. You actually only have four of them today, but the next the other two make a ton of sense for you, right?

So you're gonna get actually two more things, but also we're gonna increase pricing by 50%. So the idea is like, okay, so suddenly it becomes this prescriptive purchase, right? So say it's like, hey, like this is the thing for you. You get to sort of run it based off of a number of different arguments, such as the way we did it in the past was unsustainable, we're just spending too much time like making all the different variations of product fit together.

And so we don't want our development resources to go towards that. We actually want to go towards building better security for all you guys. And also the way we sold it in the past, we did it, let's say maybe with not enough discipline, and we have a lot of legacy plans. So actually, we have a lot of customers paying different amounts for different kinds of products today. So we want to clean that up fundamentally. And also the way that we see security like in the future, our vision for the product actually isn't as all these sort of disconnected single items.

It's more like holistically sort of like a platform product, whatever, right? So you get to actually have a lot of these kind of talking points as you move customers from like single point solutions into more sort of bundled solutions. And because of that, we're now giving you this bundle of things, which is larger than what you used to buying, but that's sort of just because we did a bad job of explaining what we had available to you. And then that's also why the price goes up.

Usually that kind of communication argument is the very sort of key part of making major pricing changes, where you can actually, yeah, you can have something like 50 or 100% to your revenue. And especially if the incremental cost on some of the products is quite small. I actually don't know if they actually migrated their existing customer base or they kept their customer base on a la carte. But if they were to migrate, I'm sure that they would push out other point solutions if they weren't already, right?

So I probably also have a lifecycle management or access governance solution if I don't have Okta, but now Okta is sort of forcing me to buy theirs, so I might as well fire the other guys, right? So it becomes this aggressive move from a competitive standpoint as well.

Users, devices and machines: the pricing logic across tiers

Rob Litterst (13:48)

I think like a lot like Salesforce, which we were talking about last week, Okta's current pricing model relies on users, right? It's basically user-based. And unlike Salesforce, where each user ostensibly using Salesforce is pretty deep in the platform and using it all the time. The users in Okta are like every employee in your company, and like whether they like it or not, they're gonna be using Okta. You know what I mean? It's not like a function specific thing. It's like everybody within your company is going to go through authentication, MFA, like all that stuff when they're signing in.

Ulrik Lehrskov-Schmidt (14:27)

But take a look at it. It's actually not. Yeah, I'm so sorry for like calling it out here, but it's users up until the point where the security that they cover isn't just the users anymore. So you have the start and the essentials tier, that's per user, and that's to like multi-factor authentication, single sign-on, like it's all user-based security. As soon as they hit professional where it's device access, so now we're not securing users, now we're securing devices, which can be anything from IoT devices, laptops, oh interesting, whatever, right?

And then when they go into enterprise, it's API access management, gateway, machine-to-machine. So the thing is that it's actually only users when it's users that are the central unit that we're covering from a security perspective. But the their the way that their expansion actions, like the logic in the packaging they have is like, okay, you're gonna start by securing your users in starter, then you're gonna do that even more in essentials, and then you're gonna start to secure all the other things as well, you're like your entire infrastructure, and then that goes into professional enterprise.

That's where they also they say, hey, usually in a tiered model, what you see is that you kind of have to run the same pricing logic across the entire model. So you can, like in one tier price per user, in the next tier you price per device, and in the third tier you price per something else, right? So they're kind of stuck a little bit here because they kind of want to do two different things at each end of their packaging structure, right?

So they're saying, okay, we're gonna disclose the pricing per user in the first two tiers when we're dealing with users, and then in the next two tiers when we're dealing with not users, it's just a call us, inquire for pricing. Because here, probably what we're seeing also is that the pricing gets a little bit more complicated.

Rob Litterst (16:06)

Yeah, it's probably, I would imagine there's still some user component, but then it touches on devices, like you mentioned, and some of these other additional features that they're getting. It raises the same question that we saw at Salesforce, where like as workforces, as the workforce shrinks, as companies let go of employees or just don't grow as much as they used to, it creates this dynamic where how does Okta grow? You know, like if you're not adding headcount, like at least for these lower tiers, how do you grow?

Securing AI agents: Okta's next S-curve

Rob Litterst

And I think what's interesting is they've kind of already launched this Okta for AI agents as kind of like an add-on, which allows you to secure your agentic enterprise. I think like securing the enterprise against agents that could go rogue and find bugs or whatever it might be is of premium importance right now. It seems like Okta's already all over this. I call it out the user thing because I think like this is kind of where they're trying to push their pricing to.

In the same way the Salesforce is trying to kind of like give you this flexible pricing where you can price based on users or agents. It seems like Okta's kind of trying to go in the same direction. Is that your read or are you seeing something else?

Ulrik Lehrskov-Schmidt (17:15)

Full disclosure, we're also doing a pricing project right now for one of the competitors in this space. The story is like the general story in this sort of category is the users, and that's actually this category, but also other categories, like users are gonna be not humans, like in the near future. A company is gonna deploy agents, and the agents have different jobs, just as humans have, like they're gonna do something which includes logging into other pieces of software and interacting with other agents.

So they're gonna exchange information, they're gonna perform actions, and they're gonna request actions being performed with someone else. All these can drive security, pricing issues, usage, and so forth, right? Obviously, this needs to be governed from a security perspective. What we see is that that the traditional sort of API access gives this sort of new agency layer. Which agent should have like access to your like root database under what conditions? Who gives it access? Who can approve these and so forth, right?

So structuring this in a way is sort of what Okta is seeing as let's say the next sort of S-curve growth, right? And say, hey, we nobody really has the solution yet, but like we are on the forefront of this, and like so lean into us and we'll carry you all the way and sort of keep up with the technology as it evolves, right? I think that's the point.

Rob Litterst (18:32)

And this is cool. Like you can see on the website right now, if you're just listening, we're looking at the kind of product page for Okta's AI agents feature and functionality. And they have kind of like a product spec that you can see where it basically has like this kind of table or database where it shows all of the agents. It shows if their status is active or not. It shows which group or which part of the company owns it. It shows kind of like what connected resources each agent has, like what products it has access to.

And then also like what kind of access it has. Like, is it read-only? Are they able to write? Are they able to manage something? We've started tinkering with OpenClaw agents at PricingSaaS and have started to build a few of them. And, you know, it's intimidating in that like you know, you feel like if you get too much leeway, something really bad could happen. And so like these types of constraints are incredibly important. And to have a panel where you can really quickly and easily manage that across all of your apps, I think is going to be like a necessary tool for pretty much anybody who's deploying a lot of agents, and especially really big enterprises, which are the ones that are probably most likely to use Okta.

Inventing new value metrics

Ulrik Lehrskov-Schmidt (19:44)

I think it's just one of these where you see companies like Okta, a lot of them sort of infrastructure companies. They're sort of trying to come up with like novel ways in which to measure the value they deliver, right? And I think this is one of the things where, okay, so like we have like a technical thing that's called an API call. We can sort of agree with that is. But then it's like, okay, not all API calls are created equal, right?

So some of them have specific functions. And now we start to sort of like parse them out and say, okay, if the API call has this specific attribute that it is a machine calling another machine asking to be authenticated to do something, let's say that's what they're doing. We're gonna say that that's like a special kind of thing. And we're gonna call that an end-to-end authentication, and then we're gonna count it and price it and what like so suddenly you try to sort of zoom in this particular part of what your solution does or the infrastructure does, and then price that in a certain way because you have this idea that it's a proxy of the value that the customer gets, not necessarily driven by cost or anything, but just like it's a proxy of the value.

If we zoom out from Okta, I think a lot of what the issues are for a lot of these types of companies is that they all invent their own metrics and they all invent their own definitions. So just as we are now, we're saying, hey, machine-to-machine tokens, we get like an idea of what it could be, but just figuring it out actually takes a bit of time, right? And then figuring it out from, well, how are you actually going to execute it, like from a technical standpoint, and how many of these am I going to use and all that is unknown.

And that creates a lot of unpredictability in the pricing. So you have this dilemma between, hey, do we want to have pricing that that we have a good idea for how to in a creative way like meter the value? But the cost of that is that it becomes a little bit of a black box and customers have a hard time figuring out what it means, right?

Rob Litterst (21:46)

Yeah, the machine to machine token strikes me as kind of like it like secure API calls or something like that, where it where you're like securely connecting to different products. And just, you know, I think it's like you said, like they have machine to machine. Which is probably like APIs and CLIs to some extent. You got user-based authentication. Now we have agent-based authentication. The thing that I think you said that's like brilliant is companies kind of invent these kinds of things because then it's it and it's an ability for them to teach their customers, right?

If you're teaching your customers, you're coming at it from this place of education. Like that was so powerful for us in HubSpot, like teaching marketers what inbound marketing was and like how to think about it, created this really kind of like educational sales process that it worked out really well for the sales team.

Customer identity: own pricing or a cross-sell?

Ulrik Lehrskov-Schmidt (22:34)

So the hard thing about it is that you can't price like six bucks per customer because who knows what your customers are worth and how many of them do you have and all this, right? So you have to sort of have another approach to this. So here they say enterprise-based platform, three crude per month, and there's little asterisks, and then we're probably gonna have to talk about what this means, right? But I think fundamentally it's again one of these where it's probably very close to the same product, like it's the same technology that they're selling.

It just the value to the customer is just very different. So they have to create another kind of pricing model in order for it to work, right? It seems like a little piece of added complexity that the probably is unnecessary. So the question is whether that could have been packaged a little bit more elegantly instead of just having its entire sort of own space here in the in their pricing setup.

Rob Litterst (23:29)

Yeah. It's another one like Salesforce last week, where it feels like certain visitors probably know exactly what's going on here. I think others might want to talk to sales. And I do think that like, you know, they Yeah, why not just make that an add-on, for example, to the workforce identity, right?

Ulrik Lehrskov-Schmidt (23:46)

It's like, okay, it's like everybody needs workforce identity. If you also want customer identity, you buy that. So my question is, right? How many only buy the customer identity part? Maybe I'm wrong, but it's probably like a very small minority, if any at all. So that means that like suddenly spinning it out into its own pricing case and all these things seems to make it harder to actually do what it's supposed to do, which is to be a cross-sell to the main workforce identity part.

The verdict: buy, hold or sell?

Rob Litterst (24:15)

Taking the Wall Street analyst lens on Okta's pricing, are we buying? Are we holding? Are we selling? I think the kind of like impetus here is just like the age of AI. How do you feel about Okta's pricing and kind of like where they're going with it as we move into the age of AI? I think like their product is very clearly something that people are gonna continue to need as agents take over the world.

Ulrik Lehrskov-Schmidt (24:43)

If it was like a, I almost want to say too hard because they're actually not giving us a lot to go on, right? So it's like, okay, so from the if we just had to go with the workforce human security part of it, like Starter and Essentials, like those two, I would say that I think it's strong, it's well packaged, like those two products, they make a lot of sense. That's where we want to go. The problem is that the future, the agency part, the device management, the API, all that machine to machine, they're just writing contact us.

So it's like, okay, it's like it's not clear at all how you're gonna price that, how it's gonna work, all these things. I know I can get two different versions of it, the Professional and Enterprise tiers. It it's pretty clear that they do two quite different things. It's not clear to me why they would be like why device management is before API, access management and gateway. Maybe that makes sense, but we could flip it, I guess. Like there would be cases where the invert could also be true.

The part where their past was Starter and Essentials, human authentication, I think that's super solid. They've obviously had a lot of success with it. I think the idea of bundling it the way they did is very strong. So that's a buy. I think the other half of it, the new part, the API access gateway and so forth, is I don't know because they are not selling me, right? So but I would say it looks a little weak. So maybe I would have to put it on a sell, to be honest.

Rob Litterst (26:15)

It is interesting. It's like yeah, here you go. And if you look down at their kind of like feature table, you see a lot of like a lot of their features are add-ons, basically, until you get up to enterprise. And to your point, it's like that like once you get past the initial two tiers, it seems like there's just a lot of different things that you need to kind of like quantify and measure, like devices, API calls, powering machine-to-machine tokens, agents.

I think agents would probably be pretty easy. That's like an extrapolation of you know the workforce side of things. That that becomes like a very kind of sales-led process, right? When you're authenticating all of those different things and having to kind of quantify all of those different things.

Too many product combinations and commercial debt

Ulrik Lehrskov-Schmidt (26:58)

We're gonna do a little bit of sort of fun math here, right? So, okay, so we have the startup package. I get the single sign-on, but then I can choose to add on adaptive MFA, device access, API access management, secure partner access, gateway, and then the Universal Directory is a given, right? Okay, so just from that, there's five add-ons, right? So 32 different versions of that. What's the difference between buying the starter and choosing to have the adaptive MFA and the core essentials is the same.

It's like it's the starter plus the adaptive MFA. And then also what happens here is like you, if you notice it, like right now, when we scroll down, suddenly we have five plans and not four, which we had at the top. Right. So they just switched in another one, like Core Essentials. And then I don't know if they have anything else. So the one of the ideas here is that that they probably have a ton of different variation possibilities in their packaging.

So if we had to do like how many potential product combinations could I buy from Okta, there is a decent chance that we would get past 18,000, which is the number of the customers they have. Right? So it's one of the like it's not sort of a fast rule, but like hard and fast rule, but it's a really good sort of rule of thumb, is that you shouldn't have more potential product combinations than you have customers. Yeah. Yeah. Like so sometimes you just need to because you just have like a lot of different integrations that you need to make or whatever it is.

But it's plus the fact that they do a contact us for a lot of their pricing also tells me that they have a sales motion that is ready to create bespoke deals, have a lot of power of like structuring things, give discounts, all these things, which kind of makes sense for their price point, like 150k on average, but they probably also have a ton of what I call commercial debt, which is they have a lot of bespoke agreements, they have a lot of legacy deals, they have a lot of different discounting, they have a lot of different contract terms that they sign with some of these.

So, from a management perspective of like managing the revenue, renewing accounts every year or two or three years, creating these sort of upsell motions and so forth, actually becomes quite heavy. One of the ways in which it becomes heavy is that it's actually quite difficult to introduce new models and pricing. If you start to introduce like agentic gateways or whatever it is that you have, suddenly it becomes there's all of these thousands of different existing combinations to add it onto, which means that, well, for this kind of customer that buys our product in this way at this price currently, like the new agency product makes sense in this way, but for this other customer that buys the product in another way, it might make sense in a different way, which actually makes creating new pricing and adding it onto your existing thing very hard.

I'm probably not sort of too unenthusiastic about what the product does and the direction that they're taking it in. I think that what they did with bundling Starter and Essentials as opposed to the a la carte was a right move, but I don't think that they took it far enough.

Rob Litterst (30:06)

Yeah. So like my tension with Okta is like with the a la carte, I think what they did was really smart by creating these kind of like curated tiers. And I almost feel like what you were saying with like all the different permutations of their product, like it feels like they could group together more features into kind of like solving specific jobs and like price based on jobs rather than itemizing every single feature into an add-on and like allowing people to add those one by one.

But then the other thing that I come up against is like for everything that they do, you need to roll it out across your entire organization. So like it immediately like the dollars that you need to spend on it, like you can't really go halfway with a lot of this stuff. It feels like you need to like go all the way in on like every single feature they have, which is what so I kind of understand why they allow people to just kind of add a single feature at a time.

But I'm with you. I think this needs to be simpler, especially as the world moves towards humans and agents and API calls and all of this other stuff that's going on.

Ulrik Lehrskov-Schmidt (31:07)

Wouldn't it like so looking at what they have, like the kind of price point they have for different sort of devices and uses and so forth, like aren't you asking yourself, why don't these guys have a very strong PLG motion in place? Right. Okay, so it's like micro purchases at volume. There I should have a control panel. Like the product itself says, like, I have a control panel where I can add things and take like why is it just like 80% PLG?

It's like it's a it feels like they're sales leading something that doesn't need to be. Like so they're creating complexity where they don't need the complexity, right? Which actually makes it harder for people to buy.

Rob Litterst (31:42)

Yeah, there should at least be the ability to like test out pretty much all of these features, which I think they allow you to start for free with a lot of these and just sign up for one feature at a time, too. But it's not super clear. I think the communication on the pricing page could definitely be better.

Ulrik Lehrskov-Schmidt (31:57)

Yeah, I'm getting I'm not bullish here. So again, product, the space they're in, I think they have something going for them. The pricing itself, not so much. That is it for this episode of Pricing Page unPacked.

Rob Litterst (32:14)

If it was useful, subscribe to the podcast on your podcast provider of choice, or find us on LinkedIn, the PricingSaaS community, or on YouTube. And remember, your pricing page is not just a page, it is a strategy statement. See you on the next Pricing Page unPacked.