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Free tool · for founders

Model your tiered pricing.

Build up to six tiers and see, for each one, how revenue and profit move with price and where the best price sits. Add your costs and acquisition, project a year of MRR, and read the LTV:CAC, payback, margins and Rule of 40 an investor will ask for.

The Model is a free pricing and revenue model you run in your browser. Lay out your subscription tiers, add your costs, growth and acquisition, and it works out the numbers you need to price with confidence and the ones an investor will want to see: MRR and ARR, gross and net margin, unit economics, break-even, a twelve-month forecast and the Rule of 40. Move a price and everything updates live. Nothing you type leaves your device. New here, or not sure where to start? The short walkthrough shows you the whole flow in under two minutes.

Your pricing tiersPrice × users, per tier
Costs, growth and acquisition
£
Platform and infrastructure. Counts as cost of revenue.
£
Team, tools and overheads. You can type 12k or 1.2m.
£
Blended sales and marketing spend per new customer.
%
New-logo MRR added each month, as a share of MRR.
%
Revenue lost from the existing base each month.
%
Upgrades and seat growth from existing accounts.
%
Customers who commit for a year up front.
%
The price cut you give for the annual commitment.
Monthly recurring revenue
–
ARR
–
Net profit / mo
–
Net margin
–
Gross margin
–
ARPU / mo
–
Total users
–
Unit economics · the investor lens
–
–
–
–
Revenue by tier
Revenue vs cost
Enter your tiers
Optimise for
How to read it: the price and users you enter are today's, and each tier has a price sensitivity. The little curve under each tier shows how that tier's profit (or revenue) moves as you change the price, with a filled dot for where you are and a ring for the best price. Drag Explore price to test a number, then Set to £X writes it into that tier and every card and the dashboard recalculate. Because revenue rises then falls as price climbs, every tier has a best price, and Find the best price finds it across all tiers at once, ready to Set these prices or revert. Switch the objective between profit and revenue to see the difference. The unit economics panel then reads your pricing the way an investor would: LTV:CAC, CAC payback, net revenue retention and the SaaS quick ratio, each with a tap-to-open explainer. The billing mix lets you trade an annual discount for commitment and retention, the MRR movement chart shows the new, expansion and churn behind your growth, and the model tells you the break-even point in users and MRR. This is a planning model, not a forecast, so read a big jump as a price to test. New to the numbers underneath it? Check your unit economics.

Want a second read on your pricing and model?

Leave your details and we'll send back a fuller look at your model, with the tier and pricing moves that would improve it most. If it's a fit, someone from Product Pieces may follow up. No spam.

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About this tool

What The Model does.

Put your tiers in, move the numbers, and watch what happens to MRR, ARR, margin and the revenue-versus-cost picture in one pass. Up to six tiers, a price-response curve for each, and twelve months of projection. It exists because most pre-seed pricing gets decided by looking at the nearest competitor and knocking ten per cent off, which is not a price, it is a flinch.

Who it is for. Pre-seed and seed founders with a pricing page nobody has ever been asked to pay for, and anyone about to commission billing. Tiers are metering, limits, permissions, proration and dunning. Every one of those is a build decision made the moment the price is, so the number is due before the engineering, not after it.

What it will not do. It will not tell you the right price, and it carries no benchmark data. It shows you what your own assumptions imply, which is the part founders skip. The number still has to be tested on a real buyer.

Which number should I change first?
The middle tier. The cheap one exists to kill the price objection and the expensive one exists to make the middle look reasonable. The middle tier is the product, and it is the only number worth arguing about.
Can I use it before I have any customers?
Yes. Put in the customer numbers you expect rather than the ones you have. The output is a sanity check on the plan, and a twenty per cent move in either direction tells you more than the absolute figures do.
Why does moving the price up matter more than moving it down?
Because a twenty per cent cut needs twenty five per cent more customers just to hold revenue, while a twenty per cent rise can lose one customer in six and still be ahead, with better margin and faster payback. Founders run that number downwards constantly and upwards almost never.
Product Pieces · Senior product, by the piece. productpieces.io