We started with a freemium model, but realized it distracted us; we shifted to a paid model and consistently increased prices over time, which helped us focus on serious customers.

In the early days, we set HubSpot's pricing at $250 a month, which remained unchanged for the first six years as we figured out our model.

Startups should use freemium pricing by offering free features for individual users while charging for team collaboration features, which can help in acquiring users effectively.

As a founder, you must track whether free users convert to paid users and over what timeframe to ensure your business model is viable.

The freemium model is effective when there's a clear constraint that users want to overcome, prompting them to pay for upgrades.

Freemium models, like those used by Atlassian and Zoom, represent the future of software sales, allowing users to experience the product before committing to a purchase.

The freemium business model allows users to self-serve and become champions for your product within their organizations, facilitating easier adoption.

In hindsight, we shouldn't have launched with a free service in the first place; we ended up becoming a truly premium model based on ticket prices. We won't monetize a free product, which allows us to undercut our competitors and led to thousands of free events being published on our platform.

Freemium models work well for large markets, allowing companies to give away products as a strategy to capture a larger audience.