Era Longevity, a longevity science company, was still taking shape when we started working together. The product was coming together, conversations with potential customers had already started, and naturally, the question of pricing came up. Like in many early-stage companies, the approach was still evolving. Some deals were being explored, different directions were considered, but there wasn’t yet a clear commercial structure tying everything together.

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At that point, the risk wasn’t obvious - but it was real.

 

Early pricing decisions, even small ones, tend to stick. And without a structured approach, it’s easy to underprice, overlook hidden costs, or create deal structures that work in the short term but don’t scale. So instead of jumping straight into “what should the price be,” we stepped back and reframed the question.
We started by breaking down the different ways the company could generate revenue - What the actual streams were, how customers perceived value in each one, and how engagements were likely to look in practice. From there, we built a pricing structure that wasn’t just based on intuition, but grounded in both value and underlying cost drivers.

 

As we went deeper, a few important things surfaced:

• Some pricing directions would have left very little margin once real costs were factored in

• Certain types of engagements, while attractive early on, would have created complexity and hurt scalability

• There was an opportunity to create clearer separation between different offerings, rather than treating everything as one

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We translated all of that into a structured approach: a clearer pricing logic, better-defined engagement models, and alignment between how the company sells and how it actually delivers.

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The result wasn’t just “better pricing". The company moved forward with a commercial approach that was:

• More consistent across different opportunities

• Easier to communicate to customers

• And most importantly - built to scale, not just to close the next deal

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Looking back, none of these were dramatic mistakes waiting to happen. They were subtle ones, the kind that quietly erode margins or create friction over time. By addressing them early, the company avoided those traps and built a much stronger commercial foundation from day one.