What should we charge for a new product?
Estimate what customers are willing to pay before launch.
↗On-demand pricing consultingFOUNDERS + COMMERCIAL LEADERS
On-demand pricing consulting for high-growth companies.
Senior pricing expertise when your company faces a high-stakes monetization decision.
Curly’s helps high-growth companies answer consequential questions about pricing, packaging, and monetization.
We combine primary research, pricing experiments, and AI-assisted analysis to turn customer evidence into clear commercial decisions.
Shop the store01
Who Curly’s is built for
You believe your company is leaving $5M+ on the table because of how it prices, packages, or monetizes.
The upside looks material—but the exact opportunity is still unclear.
You need evidence to understand what a change could mean for revenue, margin, and customer relationships.
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Examples—not an exhaustive list
The question may sound like this.
How should we monetize our AI capabilities?
Determine whether AI should be included, sold separately, priced by usage, priced by seat, or tied to outcomes.
↗How much can we raise prices—and for whom?
Understand how much pricing power exists, which customers can absorb an increase, and where resistance is likely to emerge.
↗How should we package our products and features?
Determine which capabilities belong together and whether different customer groups should receive different offers.
↗What are customers actually willing to pay?
Estimate willingness to pay and identify what causes it to rise or fall.
↗Which customer segments should pay differently?
Identify groups with materially different willingness to pay and determine whether pricing should vary across them.
↗What should our pricing metric be?
Determine whether to charge for seats, usage, transactions, locations, outcomes, or another measure of value.
↗When will a discount actually change purchase behavior?
Separate discounts that influence a decision from discounts that simply give away margin.
↗Which monetization model should we use?
Test subscription, usage-based, hybrid, outcome-based, add-on, and other structures before committing to one.
↗How many product tiers should we offer?
Determine what belongs in each package and how customers trade off between them.
↗Which features should we monetize separately?
Identify capabilities that create enough incremental customer value to support separate monetization.
↗Where are the largest pricing opportunities in our business?
Identify which products, offers, or customer segments have the most potential to grow revenue and EBITDA.
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How we work
We research pricing decisions the way great product teams research what to build.
The research is the input. A decision that improves revenue and EBITDA is the output.
World-class primary research
Custom quantitative surveys, in-depth customer interviews, and pricing experiments reveal how customers value, compare, and choose.
Proprietary pricing methods
We identify mispricing, monetization gaps, willingness-to-pay segments, and the signals that explain where value is being lost.
Commercial recommendations
We translate the evidence into a clear decision your team can act on—designed to increase revenue, EBITDA, or enterprise value.
Our secret sauce: knowing how to turn messy customer evidence into an actionable monetization decision.
Explore our methodology04
What “on-demand” means
Bring us a critical pricing question. We answer it. Then the engagement ends.
Curly’s is built for defined, high-consequence decisions—not for selling you more consulting capacity than you need.
A decision needs original evidence.
You need customer research, rigorous analysis, and a recommendation your team can execute.
Open-ended access to consultants.
No billable hours. No indefinite retainers. No consultants embedded inside your company looking for more work to do.