Subscription based billing
Every plan, every term and every mid-cycle change on one contract model: seats prorated to the day, renewals priced from the clause, and recognition that follows the term rather than the cash.
The growth paradox
Product ships a new plan on Monday and finance meets it on the ninth, in a spreadsheet. Rigid catalogues, slow changes and workarounds leave the team choosing between moving quickly and closing cleanly. That is not a billing problem, it is a growth ceiling, and the system meant to support the business ends up setting its speed.
$282,000
Year three of a ramped three-year contract, priced from the clause: $120,000, then $186,000, then $282,000.
What a subscription is made of
Catalogue
Plans, add-ons and discounts are configured, not built. Two plans or two hundred read from one model.
Term
Monthly, annual, multi-year and ramped, on one contract model. A three-year deal stepping $120,000 to $186,000 to $282,000 bills from the agreement rather than being renegotiated each year.
Change
A seat added mid-cycle bills at both rates, to the day.
Uplift
Where the agreement sets an anniversary increase, the renewal prices at the new rate.
The record
Term, seats, add-ons and payment method live together, and every change joins that record.
Revenue
Revenue recognises against the obligation rather than the invoice date, so a ramped contract spreads across the whole term and the deferred balance rolls forward on its own.
Catalogue to ledger
One contract carries the plan from the catalogue it was sold from to the entry your auditor reads.
Catalogue
Configured, not built.
Subscription
The whole subscription in one place.
Billing
Headcount rose from 42 to 88 across eight months, every change prorated to the day.
Revenue
A ramped deal steps $120,000, then $186,000, then $282,000, and revenue follows the obligation.
Other revenue shapes
Free up to $1M ARR. Every term you actually sell, on one contract model.
