Price to Scale

Rob Marsh wrote Price to Scale to answer one question: what actually changes in your pricing once you cross from founder-led sales into repeatable, process-driven revenue?

The book is structured by growth stage. In the early chapters, Marsh covers the founder-sales pricing trap — when every deal is custom and every new contract is whatever the founder said in the last Zoom. He walks through the move from one-off quotes to a defined tier system, and the specific friction that move creates inside a small team. The middle chapters cover the mechanics of scaling pricing across products, geographies, and segments, with concrete examples from Marsh's consulting work on enterprise SaaS migrations. The later chapters address the pricing decisions that matter at the $5M-to-$50M-ARR inflection — usage-based billing, ramp deals, enterprise procurement, and the moment at which your finance team needs to start modeling pricing scenarios rather than just recording them.

Marsh makes a strong case for treating pricing as a system rather than a number. The book's most useful insight is that "scaling your pricing" usually means reducing your customer's ability to negotiate, and almost every chapter either defends or critiques a specific tactic for doing that — from contract terms and procurement gates to packaging moves that force customers to choose tiers rather than customizing each line item.