James D. Wilton, a world-renowned expert in SaaS pricing, is passionate about helping innovative companies unlock their true potential through strategic pricing and monetization.

In this episode...

With over 12 years of experience in pricing strategy, James Wilton offers unparalleled expertise in helping startups and fast-growing companies maximize their value. As the Founder and Managing Partner of Monevate, a premier consulting firm for XaaS and tech companies, James has transformed the way businesses approach pricing.

Drawing on his leadership roles at McKinsey & Company and RELX, James explores the intersection of strategy and innovation, providing actionable insights for SaaS and tech leaders. From demystifying the complexities of pricing to sharing practical strategies for capturing value, James reveals how thoughtful pricing can shape the trajectory of a business.

Whether you're a founder, product leader, or scaling a tech company, this episode is packed with tools and frameworks to master the art and science of SaaS pricing.

Welcome to the Power

of Authority Spotlight.

2

I'm your host, Michelle Prince, founder

and CEO of Performance Publishing Group,

3

making a difference one story at a time.

4

We'll be shining the light on successful

founders, entrepreneurs, business

5

owners, and leaders that are getting

results and making a difference.

6

We'll talk about how they built

their businesses, are creating

7

movements, and leveraging the power

of authority in their own right.

8

Be sure to stick around to

and we'll reveal how you

9

Hey, everybody, and welcome to the

Power of Authority Spotlight, where

10

we shine the light on successful

CEOs, entrepreneurs, leaders and

11

founders that are doing great things.

12

They're making a difference in their

in their niche, in their category, and

13

they're out there sharing their story.

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And I'm excited to introduce you.

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To my guest today, who is James D.

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Wilton, the world renowned expert in

SAS pricing with more than 12 years

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of experience helping startups and

fast growing companies maximize their

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value through strategic pricing as

the founder and managing partner

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of Monovate, the premier pricing

and monetization consulting firm

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for SAS and tech companies, James

continues to shape the industry's

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approach to pricing, his expertise.

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Was honed in leadership roles at

McKinsey Company, where he led the

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pricing service line for Fuel, their

startup and scale up practice, and

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as head strategic pricing at Relix.

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Driven by a mission to help innovative

companies capture their true

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worth, James regularly shares his

insights with the startup community.

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He's a frequent publisher of Montevideo

insights and the founder of the cube,

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the first pricing focus community for

SAS and tech leaders with his newest

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book, capturing value, James distills,

his vast experience of knowledge into

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an essential guide for anyone looking to

master the art and science of SAS pricing.

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Welcome to the show, James.

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Great to be here, Michelle.

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Thanks for having me.

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I am so excited to talk to you.

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I mean, there's, there's a lot of

things we're going to unpack today,

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but I want to start with your book.

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You just published, it's about

to be launched, your latest and

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newest book, Capturing Value,

which is an incredible guide.

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It's, , to transforming SaaS pricing,

unlock and unshackling growth.

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So I, I want to start there.

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Tell us about the book and

how did the book come to be?

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How did it?

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Absolutely.

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Well, I, I, you know, I'd love to

say it came about really quickly, but

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this is something I've been working

on for the last three to four years.

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So it's definitely taken, , taken a little

while to get it, , get it out there, but.

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Really, I mean, this, this just came

through my observations of working

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with a lot of smaller companies who are

growing and needed to optimize their,

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their, their pricing strategies for the

work that I did at McKinsey and also

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at, at Monovate since, since then, I've

really found that, , there are many

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companies out there who don't know how

to build an effective pricing strategy.

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Pricing's incredibly niche, right?

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It's not very common that people have

pricing experts in their staff when

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they're really starting off and getting

going with their, with their companies.

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And there are some of those companies

when they need to transform their,

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their, their, their pricing strategies,

they have budgets to be able to come

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and spend on, on, on consultants.

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And of course my company motivate, SAS

companies there, but I would say for

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every, for every company that we ended

up working with, there are, I still see

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need help with their pricing strategy, but

they don't have budgets for consultants.

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They just, you know, and they, and they

need to do it on their own internally

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and they don't have expertise.

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And if you go online and you

look for guidance on how to do

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price, , do pricing strategy.

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Well, there's just a lot

of information out there.

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That's not particularly trustworthy.

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It's probably not very clear.

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And even when it's clear, it

may not be telling you to do

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the right, the right things.

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So really, you know, when we founded,

when we founded Monovate all those years

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ago, the mission really was to be able to

help these growing companies make better

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decisions around their pricing strategy.

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So we just felt there's a lot of people

were not able to help here and the

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book and a book could help to do that.

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So that's really what I started, started

thinking about, like, how can we.

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How can we create a guide that will help

somebody who doesn't have experience

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in pricing strategy, but knows SAS?

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How can we give them what they need to be

able to understand the decisions that they

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need to make, the options that they have,

and kind of work as a guide to take them

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through the entire process and building

a new pricing strategy that they can

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be, , they can feel very confident about.

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Absolutely.

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And in fact, I mean, and it is a guide.

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If there's so much in here and

for somebody, first of all, some

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people might not even know they

need this and it'd be even an issue.

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Right?

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So even first discovering what that

is and what pricing strategy is.

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And and something I learned from you

and through the book as well is that

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it's pricing isn't just about price.

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Is it?

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No, no, it's not probably the biggest

misconception around pricing in total.

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Michelle is like people tend

to think it's all about.

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Okay.

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What's the price tag, right?

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Like, what is this?

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What is this worth?

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That obviously is a part of it.

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That is something that

you do need to get to.

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It is a very critical part, but honestly,

pricing starts way earlier than that.

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Really, I mean, to be able to build

a pricing strategy effectively,

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you need to be thinking about,

about what your value is, right?

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Where does the value of your

product Come, come from and

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what are your customers need?

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What do they want?

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What will they react well to?

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What are the, you know, what

are the, all the dynamics there?

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What are their expectations

based on what else they have?

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They've seen out there.

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And for your company, what's

the objectives that you have?

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You know, if you have, , the same company.

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Trying to achieve two different

objectives, the ideal pricing

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strategy that's going to help

achieve those two things.

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It's going to look

completely different, right?

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So you need to be thinking about

all these all these factors.

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That's before you've even started to build

out any kind of pricing strategy at all.

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Then when you get into the

pricing strategy before

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you get to the price level.

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You have to think about

the structural elements.

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So, you know, the packaging, you know,

what are the different options that

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you give your you give your customers?

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What are the what's

the price architecture?

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You know, are you going to be

able to scale your price to

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different customers based on

their on their willingness to pay?

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And how do you do that?

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And all of these decisions?

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Are really going to impact how much

somebody is going to pay for your product.

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And anyway, those, those

structural decisions can make

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somebody more or less likely to,

to pay up, to pay a price point.

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So you get that stuff figured out first,

and then you think about setting, setting

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the price, , on, on, on top of that.

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But yeah, I think it's, it's one

of those disciplines that is just

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so much broader and multifaceted

than think people think it is.

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And I think that's, you know, that's

one of the reasons why this, this

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book has to exist to give, give

the guidance on all those different

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things you need to think about.

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Absolutely.

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And why this is important to even have

this conversation, because if they

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don't understand what all's involved,

some people might think, Oh, I'm fine.

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I know my pricing and you know,

but there's so much more to it.

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Like you already outlined.

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I'm curious.

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I know your expertise.

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I mean, you're, you're

renowned in this space.

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This is definitely very focused on it.

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But does this framework, the ability

to really look at all of the different

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pieces of pricing strategy, you know,

from the offering to the clients,

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does that go across all industries?

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Or could it?

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It does.

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It certainly could.

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It certainly could.

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I mean, I will, I will say

that this, this book has been

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written specifically for SaaS.

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It's really tailored to, to the SaaS world

and it's, it's written through that lens.

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But I know I'm one of several

pricing, , experts out there who

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think good pricing is good pricing.

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Right.

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And like the things that you need to

think about this, the components of it.

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I'm going to be the same

across any industry, right?

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It's just that the way that you execute

on those different components And

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probably the amount of focus that you

put in these different areas is going

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to be slightly different So I think if

you are somebody who's in a completely

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different industry like retail for example

The book is not written explicitly for

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you but there's going to be elements in

there that you'll still be able to to

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grab onto and help you with your With

your, with your pricing, maybe the next

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box, the next book will be written on

a, , a different, , industry segment.

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Well, no, and I do believe you stay in

the lane that you're in, and this is where

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you truly have so much value to bring

and, you know, walk us through what the.

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A little bit more of what

that process looks like.

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So as a consulting firm, this

is the type of thing that you're

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doing for all over the world.

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What?

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Where do you start when you're

working with these companies?

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Like, let's say, because I could see this

as somebody who's just getting started.

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They need to be implementing

this right away.

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But I imagine you're working

with a lot of companies that.

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Aren't just getting started and they're

going to have to stop and reevaluate

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everything or is that an accurate?

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Okay, no, it is.

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I mean, I'd say like, see the vast

majority of the work that we do at a

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motivate is about transforming pricing

strategies, which have already that

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are already built and operational

and being being used for businesses.

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We actually find a lot of the time

right when when companies get get going.

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They tend to not think too deeply

about their first pricing strategy

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for like a number of reasons, right?

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Partly that's because as I said,

they often don't have people who know

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pricing, who are going to guide them on

how to think about that, but also for

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anybody who's founded a company, right?

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It's a scramble of activity.

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You have to do so many things.

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, probably thinking about your pricing

strategy is something that happens.

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Oh, we're launching next week.

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We really need to think about

how we're going to price this.

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So.

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It ends up that it's often not thought

through particularly deeply and they'll

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just, they'll do what we call founder

based pricing, which is, you know, kind

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of think about what it, what it could be.

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And they, and they put something down

and that's, you know, are there, is

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there room for improvement there?

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Absolutely.

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But, you know, that's, that's the reality.

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Oftentimes, if you've got a

successful business, yeah.

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They will start growing and doing well

regardless of whether their initial

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pricing strategy is, is perfect or not.

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But they'll grow and they'll get to a

point when suddenly the pricing strategy

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they have does matter now, right?

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Because there'll be decisions that

they made which are, even if it's

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not stopping them from growing,

it's probably preventing them from

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reaching their full potential, right?

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It might be, you know, the simplest

one, you called it out earlier,

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Michelle, is, you know, just literally,

We think our prices are too low.

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We are, we feel that we are providing

more value than we are capturing

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through our, through our pricing.

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And we can, we think we can raise

the price level, but it also

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sometimes, , you know, the, the metric

that we're using to price just isn't

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resonating with, with, with customers.

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I'd say probably the most common

one in today's world is we

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set our price based on users.

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Because everybody does, right?

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But users isn't really aligned to value.

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Maybe people aren't buying as many users

as we thought that they, that they would.

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They don't need to expand

the number of users.

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So it's not giving them any, any growth.

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We think there are lots of other things

that might be better aligned to value

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that if we were pricing based on those,

not only would we be able to set better

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prices, but we'd also be able to grow

those prices over time with customers.

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So, you know, how do we think about that?

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Sometimes it's that the, the

packaging is wrong, right?

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The packaging could be too, too complex.

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It could be that we've given them too

many choices and they, and they don't

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make sense and it's slowing down our,

our sales, or it could be that when

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we launched our product, we had really

just a very small set of offerings.

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So we just said, here's our

product, take it or leave it.

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And now we have all these different.

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Things and we, it doesn't necessarily

make sense to give everything to everyone.

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It might be better for us to give some

kind of a choice there so that we can

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a make sure customers can buy what they

want, but also it's another way for

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us to price differentiate across our

customers and capture more, more value.

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So there's all these things that might

be, you know, potentially suboptimal.

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And there's also the fact that

really, as I said earlier, your

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pricing strategy should be based

around your objectives, right?

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It should be based around

what you're trying to achieve.

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Companies objectives change as they,

as they grow, so Even if you set your

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pricing strategy perfectly from day one,

which doesn't happen very often, but

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you know, for argument's sake Let's say

that it did, if you're two, three years

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later at that point It's probably not

the right, the right pricing strategy

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now because your objectives have

changed, your market's changed, your

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product's changed, everything's changed

and you need a, you need a refresh.

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For sure.

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Okay.

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So I have to ask, cause I'm so curious.

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I know you didn't just wake up one day

or as a little boy saying, I want to

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be, , in the, the SaaS pricey world.

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So how did you get here?

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How, what will tell us

more about your background?

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It was a long, long and winding

road to get where I am, Michelle.

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Did not happen overnight.

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, Yeah, I mean, really, it's, , it

has been a bit of a meandering path.

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I mean, I guess to sort of take

you through it all, I'd have to

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start off in, in college, right?

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I mean, I, I went to college, I

was in, I was in the UK, where we

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have to specialize a lot earlier.

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It's not like, you know, you pick

your major, you Apply to university

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to do one thing, , and I applied to

university to do to do natural sciences.

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I thought I was going to be a scientist.

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That's what I thought in college.

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, and it became very clear to me when I

got to my, , to my college that I wasn't

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going to be a scientist cause I didn't

actually find it that interesting anymore.

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I don't know what it was, but the, I

think the, the different things I was

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getting into around that time just

didn't have the same magic for me

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that it did when I was at high school.

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So.

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I figured that out quickly, , realized

that wasn't what I wanted to do.

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, and I actually spent a lot of my

time at college doing a lot of other

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things, but not, you know, really

focusing too much on my, on my courses.

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I did a ton of, of acting and,

and drama and comedy and, you

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know, all those kinds of things.

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Yeah, it was, , that's really how

I spent the majority of my, of

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my, my years, which was great.

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I had a really good time, but it

really meant that I left, I left,

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, university four years later and I

had no idea what I wanted to do.

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, and I mean, to cut a long story short, I

took a, I took a, a sales role initially

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for, for a year, just, I was told that,

you know, whatever I'd be doing later

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on, I'd need some kind of sales skills.

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So I did that figured out very quickly

that I'm not a salesperson and I

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didn't want to be doing that forever

because it really wasn't for me.

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And I guess in that time.

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I figured out what I, what I did think

I could be good at and I landed upon

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management consulting because it felt like

it was, , it needed a lot of skills that

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I, that I felt I was naturally strong in

like, you know, communication, problem

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solving, a lot of the data analytics

and so forth that would come in there.

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Plus I, you know, I found

that I kind of get it.

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I got distracted.

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Easily and I like lots of lots of

variety and consulting, you'd be

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doing lots of different projects.

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So I thought I thought that

was that was a good fit.

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, I started applying.

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I ended up getting, , , recommended

to a firm through a friend.

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I got an all went very, very quickly.

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And I got into that firm, which

is, , which is the associates, it's a

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sales and marketing consulting firm.

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And then I was on that path.

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Really.

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I did that for the four years, went to

business school, flirted with the idea

305

of moving away from consulting, but

ultimately decided that I wanted to stay.

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And then I went back into consulting

after, after business school at, , at

307

what was called then 80, 80 Kearney when

I did more general strategy and ops.

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Okay.

309

And, , this is actually where indirectly

I found, I found pricing, right?

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Not at 80 Kearney, but when I was

at 80 Kearney, which back at that

311

time was very much a, , you know,

it was kind of a mandatory four day

312

a week travel model at that time.

313

At that point, you could get

away from it, but not really.

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, and that was fine until, , I had the

complication that I had my, my first

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kid in my, my second year at AT Kearney.

316

So my, me and my wife, we kind of went

from this existence where we both.

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Worked really hard in the week and

then hung out at the weekends and that

318

was fine to a situation where I had

a son at home and I didn't see him

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except weekends for the first, I think,

probably like six months of his life.

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That was how it went.

321

, and that wasn't okay with me.

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, I didn't, you know, I was I,

I wanted to be with him and my

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wife far more than I, than I was.

324

So I kind of realized I needed to

do something different, but I didn't

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know what to do because I really felt

identified as a consultant at that point.

326

And I didn't really fancy the idea of

getting a, a normal, , nine to five

327

job or an operational role somewhere,

but this is, this is what happened.

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I ended up getting headhunted by this

internal consulting firm for, for

329

a big company called Rolex group.

330

, and this consulting

firm focused on pricing.

331

And the idea was, you know, you'd, these,

this team would go in and start working

332

with all the different businesses and

this, this pretty big, big company, this

333

whole group of companies as Rolex was

and help them transform their pricing

334

strategies when they, when they needed

335

So there was a lot of movement from

these kind of old perpetual type models

336

over to, to subscription and SAS models.

337

, I hadn't really done any pricing

work within my consulting at this.

338

At this point, but I decided to

roll the dice and give it a go.

339

I felt like I'd be able to do this.

340

I'd be able to keep being a consultant

and I'd be, I'd be back working in New

341

York, which was where I lived at the time.

342

So I'd be home more.

343

, so I took a, I took a shot on it

and as it turned out, I just found

344

that I, I love the pricing content.

345

I just, I hadn't really found that

area in consulting that really,

346

really resonated with me and got me

excited until that, until that point.

347

But, . But yeah, pricing turned

out to be way more strategic

348

than I was expecting it to be.

349

And there was a lot more

scope for creativity than I

350

thought that there would be.

351

So I was, I was hooked.

352

, I stayed with that team for four years,

ended up leading that, that team.

353

And by the end of that, , with the

world slightly different at that

354

point, I decided then that I wanted

to go back into external consulting,

355

but just focus on, on pricing.

356

So that's what I did.

357

You know, I got, , a

couple of different roles.

358

I built a pricing practice

at a small firm called SBI.

359

And then I went to McKinsey, , where

I was brought in to lead the pricing

360

practice for fuel, which was, is the

part of McKinsey that was set up to

361

work with startups and scale ups and

other fast growing tech companies.

362

So it really felt like kind of

coming home at that point because

363

I'd starting off in larger consulting

firms and then ended, ended back there.

364

And also I had the opportunity to go work

with these smaller, smaller companies,

365

which was the, the favorite part of my, of

my previous couple of jobs that I found.

366

But, you know, doing so with all the

resources of McKinsey behind you,

367

it kind of felt like a, a dream fit.

368

, And it was great.

369

You know, I, I really found that, . I

really enjoyed the people I was working

370

with, and I felt that, , the work we

did when we did it was, we, you know, it

371

was really, really high, high quality.

372

It was a very natural fit with

the way that I, I just felt

373

that things should be done.

374

So I was pretty happy doing that.

375

I think the only thing

that, , that kind of made me.

376

A little less happy over time was,

, the fact that it was McKinsey and

377

the fees that McKinsey carry, right?

378

I'm actually, I think, you know, a

believer in pricing to value and McKinsey

379

provides a lot of, a lot of value.

380

But the reality was, the companies that

we were trying to work with, For the

381

fees that McKinsey was charging, just

so many companies just was not viable.

382

Right.

383

It wasn't even a, it

wasn't even a starter.

384

, so I was kind of, we, we did some

great work, but for every company

385

that we were able to work with, there

were probably like two or three that

386

were, I was really excited about

working with, but we just, we just

387

couldn't make the arrangements work.

388

So I kind of had this epiphany.

389

About three years in that, you know,

it would be a lot easier for me to

390

do the kind of work that I wanted

to do with the kind of companies I

391

wanted to do if I was just able to

take the McKinsey fees out of it.

392

And that that's really what led to

393

I said, I'm going to try to keep doing

the work at this at this level, keep

394

doing the same kind of work, but be more

flexible based on the sizes of companies

395

that we're working with and hopefully

be able to serve a lot more of these

396

companies that I that I want to work with.

397

And yeah, I guess the rest is history.

398

I mean, we've, we've

grown relatively quickly.

399

We are a 12 full time consultants now

and, , hopefully growing up to, we, I

400

mean, we'd love to be considered kind

of end state as being the go to, , for,

401

you know, for pricing strategy work for,

for smaller, , growth stage companies.

402

I find it so ironic that

you're at McKinsey doing.

403

Pricing strategy for clients, and

it is exactly that reason that,

404

you know, some of those clients are

not so going back to the point of

405

the importance of this right there.

406

They weren't able to work with those,

but it created this opportunity

407

for you, which is absolutely.

408

Was awesome.

409

I just have to say, , on a personal

level, I know that going back to

410

when you were doing your 4 day a

week travel schedule and all that.

411

I know that world.

412

My dad was in consulting, , for

vibrant and and many others.

413

And and so I, I recall growing up

saying goodbye to him on a Sunday

414

night and hello on a Friday night.

415

And and so for you to make that decision

early, we were a little older, but I, I.

416

I applaud you for that because

that that's a road warrior.

417

That's tough.

418

It's tough on a family.

419

But for that season, it sounded

like you were able to be put.

420

You know, stay put where you were, but

then go with Rexel and then eventually

421

with McKinsey, which is amazing.

422

I, there's so much I want to talk to

you about and I want to be sensitive

423

to your time, but I do want to ask

about, you know, in working with

424

you with this book, there's so much

I learned just not only just on the

425

pricing strategy, but that there are.

426

There are people out there that

need this kind of support, right?

427

Outside of just directly working with

a company and you founded something

428

called the cube, which is unity.

429

Do you mind talking a little bit

about that and what that's all about

430

and how people can get involved?

431

Yeah, absolutely.

432

I mean, I think the cube is, it's

kind of born out of the same, kind of

433

born out of the same place as, , as,

as capturing value, the book really,

434

in the sense that we just, we know

that there are a lot of companies

435

out there who need help with pricing.

436

That our kind of traditional

consulting model cannot help

437

just because of just because of

fees and resources and so forth.

438

Right.

439

So the idea was, you know, again, how can

we, how can we help, help those people?

440

We want to make sure that they get

access to, to content and guidance,

441

which is, which is trustworthy and right.

442

And we'll help them know what they need to

know about, about, about, about pricing.

443

And it kind of, it came to us a

couple of years into, into motivate

444

that this community offering

could be a good way to do that.

445

Right.

446

Because I think through

doing that, we can get.

447

A lot of these SAS leaders who are in

this quite difficult position, right?

448

Of like, I need to build a

pricing strategy, but I don't

449

know how to, how to do it.

450

You can get them together in this, in

this community so that they can have

451

almost a support group around that, right?

452

Speak to other companies who

are trying to do the same thing

453

and, and, and figure it out.

454

But also give them access to a lot of

our thinking around pricing strategy.

455

And we do that through a masterclasses

that we run every, every couple of weeks.

456

We'll take it.

457

We'll pick a different pricing topic and

go super deep and give guidance on how

458

to navigate that, that particular topic.

459

And we also put within our, within our

portal, we have a lot of tools that.

460

You know, that we use within our, within

our projects that other people can use,

461

, as well to help them make decisions

and do analyses and, and, and so forth.

462

And that's, we're building

it out now as well.

463

We're increasingly, we're building

up our, our benchmarks on a lot

464

of the metrics that, you know, SAS

leaders who are thinking about price,

465

, pricing strategy need, need to know.

466

So it's, , you know, it's set up

to really be a great one stop shop

467

source of information for anybody

who's, who's in the SAS or any kind

468

of, , subscription business really,

and who needs to know how to either

469

build or manage a pricing strategy.

470

Yeah, no, and I love that.

471

And community is so important to me, have

that support, people coming together.

472

And, , I, so I, I love the concept of it.

473

And then that way they can

ask questions if they have a

474

particular pricing challenge.

475

, what are some of the challenges

you hear most, would you say?

476

Like, what are some of the

things that companies or even

477

these individuals struggle with

or the questions that they ask?

478

There are so many.

479

I mean, there's so much

variety here, right?

480

Which I think is why it was one of the

reasons why I like the area because it's,

481

, it, you know, you do, you do get different

challenges the whole, the whole time.

482

, and some of the things I've,

I've mentioned that, right?

483

Like it's.

484

You get, you get companies

saying, like, we need to, we

485

need to change our, our metric.

486

And sometimes that's the question

of what do we change the metric to?

487

And if we do change it, then

that becomes the questions.

488

Well, how do we do that?

489

Right?

490

Like a lot of the time you've probably

seen, , there's a lot of noise.

491

Right now about people moving from user

based pricing to usage based pricing.

492

That's really, you know, a lot of

companies are going through that

493

transition now, which is often the right

answer, not always, but by the way, but

494

often, often does make theoretical sense,

but doing it is very difficult, right?

495

Because you, you know, you

have to, aside from the.

496

The new deal piece of it, which is,

you know, getting your sales people

497

up and running to try to sell in this

completely different way and all the

498

telemetry that you need to be able

to build to track if you're going

499

to move your existing customers over

to this new usage based pricing.

500

I mean, it's completely different

and they're all sort of anchored

501

and set on what they're kind of

paying already if you run what

502

the new prices should be for them.

503

Some of them might stay roughly the same.

504

Some of them are probably gonna

get massive price in increases, and

505

actually some of them may end up with

better pricing than, than before.

506

So it conjures up this whole set of

questions about how do I have those

507

conversations with my, with my customers?

508

How do I move them over?

509

Should I grandfather people over

from this old, old pricing to, you

510

know, rather than them, them move

them onto the new, the new pricing.

511

Especially if we're gonna, they're

gonna end up paying, paying less.

512

There's just a lot of, a lot of

questions that it gets, that get

513

thrown up for which it seems like

there's no obvious answer for it.

514

, and there often isn't, you know, a lot of

these things, there's no kind of default,

515

this is always the right thing to do.

516

It's really, you have to think

through what is the right decision

517

making framework to let, you

know, to help you decide what you

518

should do in your particular case.

519

So it's, you know, helping

them walk, walk through all.

520

All of that.

521

Wow, so much.

522

But that's, that's the reason for the

book, for the community, for, for what

523

you do, , as your consulting firm.

524

If somebody wanted to learn more about

you, Monovate, and also the book,

525

where's the best place for them to go?

526

So the, , I think probably the best

place to learn about Monovate would

527

be our website, which is, , monovate.

528

com.

529

, and learning about me, there is

some, , there is some content about

530

me on, on, on our website, but

there's also my My LinkedIn profile,

531

which is, , LinkedIn slash James D.

532

Wilton.

533

Awesome.

534

Well, the book is awesome.

535

Definitely for those of you listening,

go get the book, Capturing Value, , the

536

Definitive Guide to Transforming

SaaS Pricing and Unshackling

537

Growth, which who doesn't want that?

538

So that's amazing.

539

James, thank you so much

for being on the show.

540

I so appreciate it.

541

I've learned a lot.

542

I know the listeners have

as well, and I'm excited to.

543

See what your next book

is going to be, too.

544

Thank you, Michelle.

545

Well, great to chat.

546

Thanks for having me on the show.

547

Absolutely.

548

All right, everyone, that's it for

the Power of Authority Spotlight.

549

Definitely go to Monovate.

550

com.

551

Check out what they're doing in

terms of helping companies, helping

552

businesses to really get strategic with

their pricing, which is, as we talked

553

about, So much more than price and

check out James on LinkedIn as well.

554

And thanks again for listening.

555

We'll see you next time on the

power of authority spotlight.

556

Thanks

557

so much for listening to the

power of authority spotlight.

558

If you are a successful founder,

entrepreneur, business owner, or

559

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and making a difference, and you'd

560

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561

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562

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564

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566

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569

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570

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573

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575

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576

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577

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578

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