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That made the project both high-opportunity and high-risk. From January through November 2024, PMM led the research, data collection, and recommendation, with leadership closely involved throughout. Growth owned implementation, while Customer and Support partnered on the rollout to make sure the change landed clearly with existing customers.
The central question was not just “What should we charge?” It was: How do you redesign pricing for a product customers already love without breaking trust, confusing the market, or leaving value on the table? Pick the wrong structure, and Superhuman risked creating packages that did not match how customers bought, used, or understood the product. Get it right, and pricing could become a real growth lever.
Superhuman started with a better question: What help do we actually need?
That distinction matters. Pricing and packaging work can look highly specialized from the outside, but much of the work overlaps with core PMM skills: customer research, competitive analysis, positioning, packaging logic, and executive recommendation-building. The real question is whether the team needs a full external strategy partner, targeted expertise, or simply more capacity to run the work well.
Superhuman started by interviewing pricing subject matter experts (SMEs) from the team’s network. These conversations helped them understand how experienced pricing leaders would structure the work, where outside firms tend to add value, and which parts of the process require specialized support.
The goal was not to outsource judgment. It was to understand the shape of the work before deciding how to resource it, and ensure they had the right expertise to be thoughtful with the approach.
Use these conversations to answer a few questions:
This step also helps clarify the difference between packaging and pricing. Packaging is how the product’s capabilities are organized and presented to the market. Pricing is the price point, limits, or commercial terms attached to those packages. Both matter, but they do not always require the same kind of help.
How Superhuman Head of Marketing Alex Rodrigues redesigned pricing and packaging to deliver and capture more customer value
Templates Included
Summary
Most SaaS companies know they're leaving money on the table with pricing. The hard part is figuring out how to change pricing without confusing customers, damaging trust, or triggering unnecessary churn.
In this playbook, you'll learn how Superhuman redesigned pricing and packaging for its email app. Rather than spending hundreds of thousands of dollars on a pricing consultancy, the team built the strategy largely in-house, combining stakeholder interviews, customer research, prospect research, and conjoint analysis to design a new packaging model.
But the biggest lesson wasn't about pricing research. It was about execution.
You'll learn how Superhuman narrowed packaging options before quant, why they treated prospect willingness-to-pay data differently than customer data, how they wrote separate requirements for each customer type, and how they rolled out pricing changes while giving customers meaningful choice.
The outcome: Superhuman found a stronger monetization path — and today, most self-serve customers choose the new, higher-priced plan.
If you're designing SaaS pricing, this playbook gives you a practical blueprint for researching, launching, and optimizing a pricing change without breaking customer trust.
It is especially useful if your product has expanded, your current packaging no longer reflects the product’s value or roadmap, or leadership believes pricing could help the business capture and deliver more value — but the team needs to make the change without confusing customers or damaging trust.
In this playbook, you'll learn how Superhuman redesigned pricing and packaging for its email app. Rather than spending hundreds of thousands of dollars on a pricing consultancy, the team built the strategy largely in-house, combining stakeholder interviews, customer research, prospect research, and conjoint analysis to design a new packaging model.
But the biggest lesson wasn't about pricing research. It was about execution.
You'll learn how Superhuman narrowed packaging options before quant, why they treated prospect willingness-to-pay data differently than customer data, how they wrote separate requirements for each customer type, and how they rolled out pricing changes while giving customers meaningful choice.
The outcome: Superhuman found a stronger monetization path — and today, most self-serve customers choose the new, higher-priced plan.
If you're designing SaaS pricing, this playbook gives you a practical blueprint for researching, launching, and optimizing a pricing change without breaking customer trust.
Who is this for
This playbook is for SaaS PMMs, growth leaders, and pricing owners who are staring at an existing product and asking: “Is our pricing and packaging still right?”It is especially useful if your product has expanded, your current packaging no longer reflects the product’s value or roadmap, or leadership believes pricing could help the business capture and deliver more value — but the team needs to make the change without confusing customers or damaging trust.
What you will learn
- How to choose the right resourcing model before hiring a pricing vendor
- How to narrow packaging options through stakeholder, customer, and prospect research
- How to design a quant study that defines pricing and how to interpret the data without over-trusting prospect data
- How to turn new packaging into product, billing, and customer-segment requirements
- How to roll out a new structure or price increase with customer empathy to preserve sentiment and prevent churn
Context
Mail is Superhuman’s flagship email app — and for years, its pricing had remained relatively simple. But as the product expanded, that structure started to feel too restrictive. Superhuman needed packaging that better reflected the value customers were getting, created clearer upgrade paths, and helped fund the next phase of product development in AI and calendar management.That made the project both high-opportunity and high-risk. From January through November 2024, PMM led the research, data collection, and recommendation, with leadership closely involved throughout. Growth owned implementation, while Customer and Support partnered on the rollout to make sure the change landed clearly with existing customers.
The central question was not just “What should we charge?” It was: How do you redesign pricing for a product customers already love without breaking trust, confusing the market, or leaving value on the table? Pick the wrong structure, and Superhuman risked creating packages that did not match how customers bought, used, or understood the product. Get it right, and pricing could become a real growth lever.
Superhuman pricing rollout framework
The playbook follows a five-step method from resourcing through growth optimization.- Find the right resourcing model — Decide whether the team needs a full pricing agency, a contractor, or internal ownership with targeted support.
- Run a 3-part research project — Use internal stakeholder interviews, customer and prospect interviews, and quantitative research to decide what the pricing and packaging should be.
- Design the experience — Turn the structure into product requirements, pricing pages, signup flows, billing behavior, and segment-specific customer experiences.
- Roll it out to customers — Introduce the change transparently, give customers real choices, and time the announcement around meaningful product value.
- Optimize for growth — Keep improving conversion, monetization, and product value after the pricing launch.
1. Find the right resourcing model
Most teams without dedicated pricing support start a pricing project by asking: “Which vendor should we hire?”Superhuman started with a better question: What help do we actually need?
That distinction matters. Pricing and packaging work can look highly specialized from the outside, but much of the work overlaps with core PMM skills: customer research, competitive analysis, positioning, packaging logic, and executive recommendation-building. The real question is whether the team needs a full external strategy partner, targeted expertise, or simply more capacity to run the work well.
Substep 1.1 — Learn how pricing projects work
Before committing to a resourcing model, talk to people who have run pricing projects before for businesses like yours (PLG, B2B, etc.).Superhuman started by interviewing pricing subject matter experts (SMEs) from the team’s network. These conversations helped them understand how experienced pricing leaders would structure the work, where outside firms tend to add value, and which parts of the process require specialized support.
The goal was not to outsource judgment. It was to understand the shape of the work before deciding how to resource it, and ensure they had the right expertise to be thoughtful with the approach.
Use these conversations to answer a few questions:
- What does a good pricing and packaging process usually include?
- Which parts can PMM realistically own?
- Where does the team lack capacity or expertise?
- How should qualitative and quantitative research be combined?
- Which methods, like Van Westendorp or conjoint, require specialized support?
This step also helps clarify the difference between packaging and pricing. Packaging is how the product’s capabilities are organized and presented to the market. Pricing is the price point, limits, or commercial terms attached to those packages. Both matter, but they do not always require the same kind of help.
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