We make money by creating value for customers. Sounds obvious, but most B2B companies confuse the two.
They think: "We make money by acquiring users" or "We make money by upselling features."
Wrong.
You make money when customers get more value from your product than it costs them. Everything else is just accounting.
The core value: Precision in constrained channels
Every GTM channel has constraints. Limited budget. Limited time. Limited capacity.
Take LinkedIn outbound as the clearest example.
The constraint: 800 connection requests per month, per profile.
You can expand by adding more profiles, but each additional Sales Navigator seat costs money. And you still have the same fundamental problem: limited capacity, unlimited potential targets.
Traditional approach: Send 800 requests to whoever. Maybe filter by title or industry. Hope 5% accept. Hope 20% of those convert. Result: 8 meetings per month per profile.
Our approach: Score all potential targets by ICP fit + engagement signals. Send 800 requests to the highest-priority leads only.
Same 800 requests. But now you're reaching:
- 90+ ICP fit (not 60)
- Decision Makers showing intent (not cold prospects)
- Companies with multiple stakeholders engaging (not single browsing visitor)
Result: 15-20 meetings per month per profile. Same cost, 2-3x pipeline.
That's the value we create: Maximize output from constrained inputs.
Every channel has constraints
This isn't just LinkedIn:
Email outbound: Deliverability limits. Send too many, you get blacklisted. Our value: prioritize who receives those limited sends.
Paid ads: Budget constraints. $10K/month buys X impressions. Our value: target high-fit accounts, not spray-and-pray to TAM.
SDR capacity: 50 calls per day max. Our value: prioritize which 50 to call based on ICP + signals.
Sales capacity: AE can work 10 deals simultaneously. Our value: prioritize which accounts enter pipeline based on fit + intent + buying committee activation.
In every channel, resources are finite. Precision is how you maximize ROI from those finite resources.
We don't create more capacity. We make existing capacity worth more.
The economic model: Value > Worry
Customers pay us when the value we create exceeds the worry (cost, effort, risk) of using us.
Value we create:
- 2-3x more qualified meetings from same outbound volume
- 40% faster pipeline velocity (right timing + right persona)
- 25-40% lower CAC (precision beats volume)
- Higher win rates (better ICP fit = better close rates)
Worry we remove:
- No complex setup (60-second onboarding)
- No training required (5-tab UI, Scout AI for questions)
- No commitment (start at $25/month, cancel anytime)
- No risk (see value in first hour or it's not worth it)
When Value >> Worry, customers pay us and stay.
When Value ≈ Worry, they churn.
Our entire business model is maximizing the numerator (value created) while minimizing the denominator (worry).
Pricing reflects value, not costs
We don't price based on "how much does it cost us to run the platform."
We price based on "how much value does this create for the customer."
$25/month PLG tier: Solo founder or small team. Limited active leads, but still get multi-dimensional ICP scoring + signals + webhooks. Value: Stop wasting time on low-fit leads, focus on the 20% that matter.
$12K+/year Sales-Assisted tier: Enterprise team running ABM across multiple stakeholders, multiple ICPs, coordinating sales/marketing/CS. Value: Orchestrate complex buying committees, maximize pipeline from constrained resources (SDR capacity, ad budget, event ROI).
Same product. Different value created. Different price.
A solo founder with 100 active leads per month gets massive value from $25/month (better than spending hours manually scoring leads).
An enterprise with 10 SDRs, $50K/month ad budget, and 20 conferences per year gets massive value from $12K/year (maximize ROI across every channel).
Pricing scales with value created, not features unlocked.
Why customers stay: Compounding value
Most SaaS products provide linear value. You pay $X, you get Y value, every month it's the same.
We provide compounding value.
Month 1: You set up one ICP, turn on signals, start scoring leads. Value: You stop wasting time on bad-fit prospects.
Month 3: You've refined your ICP based on win rates. Added a second ICP for a different product. Integrated with Clay via webhooks. Value: Your entire outbound engine is now precision-targeted.
Month 6: You're tracking 8 ICPs, 4 personas, routing different plays to different segments via Audiences. Your activation data shows which signals predict conversion. Value: You've built a machine that gets smarter over time.
Month 12: Your team uses Unstuck Engine data to inform product roadmap (which ICP converts best), marketing strategy (which content resonates with which persona), sales comp (which reps close highest-fit deals). Value: It's not just a lead scoring tool anymore, it's your GTM intelligence layer.
The longer customers use us, the more value we create. Because:
- They refine ICPs based on actual outcomes (not guesses)
- They add more use cases (started with outbound, now doing events, ads, ABM)
- They integrate deeper into workflows (webhooks → native integrations → became source of truth)
- They use data for strategic decisions (not just tactical execution)
Linear products have churn. Compounding products have expansion.
How we actually make money: Layers
Remember the GTM layers from "How we get users"?
Layer 1: PLG - Users start at $25/month. Some stay here forever. That's fine. They're profitable at this price because the product is efficient.
Layer 2: ELG - Users discover us through integrations (Clay, n8n), communities, educators. Zero CAC acquisition. Pure profit margin.
Layer 3: SLG - Users who started PLG hit limits (need more active leads, more team seats, enterprise features). They upgrade to $12K+/year. Easy sale because they already know it works.
Layer 4: Brand - Content, earned media, thought leadership. Zero direct revenue, but it feeds Layers 1-3 by building trust that makes conversions faster.
We don't make money from one channel. We make money from the compounding effect of all four layers working together.
PLG proves value at low cost. ELG scales distribution with zero CAC. SLG captures expansion from proven users. Brand accelerates everything.
Each layer reinforces the others. Revenue compounds.
Why this is sustainable
Most B2B companies have a problem: CAC keeps rising, retention stays flat, they need to keep acquiring to grow.
We have the opposite:
CAC decreases over time - More users in community → more word-of-mouth → more organic discovery → lower reliance on paid channels
Retention increases over time - Compounding value means users who stay 6 months stay 24 months. Users who stay 24 months expand.
Expansion rate increases over time - Users start $25/month, expand to $12K+/year. Not because we sold them, because they needed more capacity.
Traditional SaaS: Acquire → Retain → Hope some expand → Churn → Acquire more to replace churn
Our model: Acquire (low CAC via PLG/ELG) → Activate fast → Retain (compounding value) → Expand organically → Users recommend → Lower CAC → Cycle repeats
This is why we prioritize Activation (#2) and Retention (#3) over everything except Product (#1).
If users activate fast and stay long, revenue takes care of itself.
Why this works long-term
We make money when customers make money.
Most B2B companies make money when customers sign contracts - regardless of whether they get value. That creates misaligned incentives. Sales wants to close deals. Customers want results. Those aren't the same thing.
Our model only works if customers actually get results:
If they don't maximize pipeline → They churn → We lose revenue
If they don't activate fast → They never see value → They churn
If they don't expand → We're capped at $25/month forever
If they don't recommend us → CAC stays high → Growth is expensive
We can't fake this with better sales tactics or aggressive upselling. The economics only work when the product actually delivers value.
Which means we're forced to:
- Build product that works (Priority #1)
- Make activation fast (Priority #2)
- Keep users long-term (Priority #3)
- Price based on value created (not features locked away)
- Listen to feedback and ship what users need (public roadmap)
This isn't altruism. It's the only sustainable way to build a business.
When customers succeed, we succeed. When they fail, we fail. The incentives are aligned by design, not by accident.
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