If you don't articulate the actual dollar value of your product, the buyer will have to create that assessment themselves to get approval from the CFO. It's crucial to be involved in that process to drive revenue and articulate how much you can decrease costs.

If customers express a willingness to pay for your solution, consider asking them for a commitment, like writing a check in advance, to validate your idea.

Your pricing strategy dictates your sales channels, so ensure there's enough money in each contract to compensate your sales team effectively.

Keep your pricing simple to avoid friction that prevents customers from signing up and paying.

It's essential to communicate to the team what you're willing to overpay for and why, ensuring that everyone understands the short-term nature of such decisions.

When considering contract sizes, if you have $500,000 contracts, your account executives will be closing fewer deals, while $25,000 contracts require them to close more frequently to meet targets.

If you're selling free pilots to big companies, you're not proving much about your product's value.

You need to confirm customers' ability and willingness to pay for your solution.

Evaluate the length of your sales cycle to determine if your pricing is correct; ensure that it is getting shorter over time as you refine your approach.