Four in five B2B software companies ship AI features with no defined way to price them.
The few that do build real margin on them.
I run pricing and AI-monetisation programmes for B2B software companies and their investors — at single-company and portfolio scale.
Book 30 minutes emil@hjortflod-advisory.com
The argument
Most software companies are better at creating value than capturing it. The median private B2B SaaS company now runs a net revenue retention around 101% — expansion barely covers churn, which means growth has to be bought instead of compounded. At the same time, AI features carry real inference costs and gross margins of 50–60%, against the 60–90% the classic SaaS model was built on. Ship them for free and you have made a margin decision — most companies just haven't made it deliberately.
Yet at most companies the pricing model hasn't moved in years, packaging has piled up into commercial debt, and nobody owns the question. Investors have noticed: pricing is currently the fastest-payback value-creation lever in software private equity, and the hardest one to staff.
The distance between the value a product creates and the value the model captures is the only thing I work on.
Working with me
DiagnoseFind the leak
For a single company or across a fund's whole software portfolio: where pricing models, packaging, and unpriced AI leak value — ranked and sized against your actual ARR. Four weeks, and about 15 hours of your organisation's time.
RedesignFix the model
Senior-only sprints of eight to twelve weeks: repricing, package remodelling, AI-feature monetisation — from design through migration plan, including the legacy base and the bespoke contracts everyone else avoids.
SustainKeep it fixed
Most pricing projects end at launch. The value-capture cycle doesn't. I install and run the annual repricing discipline — cadence, governance, review — per company or across a portfolio.
Engagements are fixed-fee, and you get me — not a leveraged team. I work evidence-first: controlled pilots, clean before-and-after reads, and leading indicators — win rates, cycle length, gross margin on the new tier, cohort NRR against a control — so you see the signal long before the lagging metrics land.
At Nasdaq-listed Penneo I led a full repricing, package remodel, and migration of the entire customer base: portfolio ARR up more than 30%, new-business conversion up 22%, ACV up nearly 20% — with no measurable impact on churn — while collapsing 100+ legacy packages into three and automating the migration of thousands of long-tail customers. Today I run the same discipline across a portfolio of 160+ software companies with €2.6B in combined ARR.
About
I'm Emil Ellekær Hjortflod. I currently run pricing and AI-monetisation programmes across one of Europe's largest B2B software groups — 160+ companies in 33 countries — advising managing directors and boards on what to fix and in which order. Before that I led repricing and packaging programmes in four companies across software, subscription, and services, and built revenue operations end-to-end at a listed SaaS company.
External Lecturer, Digital Business — Copenhagen Business School
Commercial Advisor — CO2 Angels (ESA-supported agritech AI)
Board-level advisory across B2B software
Danish & English · Copenhagen