Services

When did you last raise a price? And did it survive the first push?

I narrow what you sell until it's worth more, then rebuild the number around the outcome rather than the hours. The reasoning gets written down, so it holds up when you're not in the room to defend it.

For studios that are busy, well-liked, and thinner on margin than they should be.

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What I do

Most studios price the same way: look at last year, add a bit, see what the client will stomach, then drop it the moment they hesitate. It holds up until it doesn’t – and then you’re flat out, fully booked, and somehow still not making money.

Two things are tangled together. Your offer is fuzzy: “we do branding and digital” gives a prospect nothing to judge you on except price. And your pricing is built on time – hours, day rates, rounds – which made sense when production was the hard part. Now a client watches a model knock out a first draft over lunch and recalculates what you’re worth.

So I sharpen the offer until it’s specific enough to carry a premium, then rebuild the pricing so it’s tied to the outcome, not the clock. Not a pricing workshop – I do the work with you and we change the number on the next proposal that goes out.

Why Work With Me?

Because I’ve set prices with my own money on the line, not advised on a slide. I co-founded Ester Digital and ran its commercial side, and I’ve watched plenty of good studios undercharge their way into a busy, broke corner. Pricing isn’t a spreadsheet exercise. It’s nerve, plus a reason. I bring both.

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Prices set with skin in the game

I’ve set prices with my own money on the line, not on a slide. Co-founded Ester Digital and ran its commercial side.

A sharp offer carries a premium

Narrow the offer until a prospect can repeat it to their boss without you in the room. A vague offer is a discount waiting to happen.

Real tiers

A pricing model with real tiers, where the cheap option mostly exists to make the right one obvious.

The words to hold the line

A higher number folds at the first pushback without a reason behind it. I give you and the team the words to hold it.

More margin, same work

The same project priced for what it’s worth, not what it costs you to produce.

Harder to replace with a prompt

You sell judgement and outcomes – the part the model still can’t do over lunch.

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Services

What’s Included

The fastest money on the site to fix. We sharpen the offer and rebuild the price around the outcome – and change the number on your next proposal:

A narrower offer

Specific enough that a prospect can repeat it to their boss without you in the room.

Outcomes with a price on them

Repackaged from deliverables-by-the-hour into outcomes people can actually buy.

Real pricing tiers

Where the cheap option mostly exists to make the right one obvious.

A proposal with a reason

Rewritten so the number has a reason behind it, not a guess the client argues down.

The words to hold a price

For you and the team – because the client will push.

Who this is for

This one pays for itself fastest, but only if the work is already worth more than you charge for it.

This is for you if
  • Your prices haven't moved in two years.
  • You quote, then soften the number the moment they hesitate.
  • You're fully booked and the margin doesn't show it.
  • Your proposal is a list of deliverables and a total at the bottom.
This isn't for you if
  • Your problem is costs rather than prices.
  • You want a spreadsheet template and a formula.

How the pricing gets fixed

Four stages. The number changes on the next proposal that goes out.

Step one · Paid · from £150/hr

Read the deals

I go through your won and lost proposals looking for the moment the price stopped being defended. It's usually the same moment every time.

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Then, if you want it rolled out

  1. Cut it backFewer things, said better

    We take things out until what's left is one thing you're obviously the answer to.

  2. Reprice itWith the reasoning written down

    I rebuild the number against the outcome and write the reasoning down, so it survives being questioned by someone who wasn't in the room.

  3. Rehearse the pushbackWith whoever quotes

    I sit with whoever quotes and we run the objections out loud until the answer stops sounding apologetic.

Other ways I can help

Money left on the table?

A real conversation, not a pitch. We'll know inside half an hour whether there's money being left on every invoice. If your pricing already holds, I'll say so and we'll keep the afternoon.
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Offer & Pricing FAQ

How long before I can actually charge more?

The model and the language can be ready in weeks. The teardown alone often surfaces a price you could raise on the next proposal. Holding it consistently across the team takes a bit longer.

Will my team actually hold the new prices?

That’s half the job, and the half most pricing advice skips. I give them the reasoning and the words, so holding the line doesn’t depend on you being in every call.

Isn't "value-based pricing" just a buzzword?

Mostly, the way it’s usually sold. I’m not here to lecture you on a philosophy – I’m here to change the number on your next proposal and give you a reason you can defend.

A big client says they'll walk if I raise the price. Now what?

Then you find out what that client is really worth. Sometimes you hold and they stay, because moving is a hassle and they value you. Sometimes they go, and you discover they were the account capping your margin and your nerve. We plan for both before the conversation.

We work on retainers, not projects. Does this still apply?

Yes, and retainers are often where the worst pricing hides, because the scope creeps and the fee doesn’t. We fix what the retainer actually covers and what it’s worth.

What if my real problem is costs, not prices?

Then I’ll say so. Sometimes the margin leak is in delivery, not the rate card – that’s an operations job, not a pricing one. The teardown tells us which it is before you spend on the wrong fix.