Pricing is one of the most consequential decisions a company makes, and one of the most tempting to overthink into something clever and hostile. Get it wrong in one direction and customers feel nickel-and-dimed at every turn. Get it wrong in the other and you starve the business that's supposed to support them for years. We've tried to hold a simple line: pricing should be a clear, honest reflection of value, not a puzzle designed to extract the maximum from people who don't read carefully.
Pricing is a product decision
It's easy to treat pricing as a spreadsheet exercise owned by finance. We treat it as a product decision, because it shapes the experience as much as any feature does. A confusing bill is a bad user experience. A surprise charge is a broken promise. A plan that punishes growth is a feature that fights the customer.
So we design pricing the way we design the product: starting from what the customer is trying to do, and removing friction and unpleasant surprises from the path.
Our principles
Three principles guide every pricing decision we make:
- Transparent — the price you see is the price you pay, shown in your currency, with no asterisks hiding the real number
- Aligned — plans scale with the value and volume you actually get, not with arbitrary gates designed to force upgrades
- Honest — the platform fee is kept separate from freight and carrier charges, so nothing is buried in a blended total you can't decode
These aren't marketing lines. They're constraints we hold ourselves to, and they occasionally cost us short-term revenue. We think that's the point.
What we won't do
Just as important as our principles is a short list of things we refuse to do, because they're common in the industry and we think they're corrosive:
- We won't paywall the essentials. Tracking, mobile apps, and security are table stakes, and they're on every plan, including the entry one
- We won't use confusing units designed to make comparison hard
- We won't spring surprise overage bills; you'll always get a heads-up and a choice before anything changes
- We won't make cancelling harder than signing up
Burying essential features behind premium tiers is a reliable way to boost short-term revenue and a reliable way to lose long-term trust. We'd rather have the trust.
Designed for growth, not lock-in
Most customers start small and grow, and the pricing should make that journey feel like a partnership rather than a series of toll booths. Upgrades apply instantly and are pro-rated, so you never pay for capacity before you use it. There's no penalty for outgrowing a plan — outgrowing it is exactly what we want to happen.
The test we apply is simple: does this pricing decision make a growing customer's life easier or harder? If it makes it harder, it's wrong, however much it might optimise a spreadsheet.
Currency and fairness
Because we operate across many markets, we show prices in local currencies and bill in your account currency. A customer shouldn't have to do mental exchange-rate maths to understand what they're paying. Small thing, but it's part of the same principle: the number should be legible to the person paying it.
Handling growth, overages and the awkward moments
Principles are easy to state and hard to hold at the exact moments they cost something — when a customer outgrows their plan, exceeds a limit, or wants to leave. Those awkward moments are where a pricing philosophy is actually tested, so it's worth being specific about how we handle them.
When a customer exceeds their plan's included volume, the wrong response is to break their operation or spring a punitive bill. Logistics doesn't pause because a threshold was crossed, and neither should the platform. So we never stop the work. Instead, you get a clear heads-up as you approach a limit and a simple choice: upgrade in one click, or let the overage be metered at your plan's rate. No surprise invoice, no service interruption, no penalty for the good problem of growing.
Upgrades themselves are designed to feel weightless. They apply instantly and are pro-rated, so you pay only for the capacity you actually use from the moment you use it — never in advance, never for a full period you only partly needed. Downgrades take effect at the next renewal, so nobody's caught out mid-cycle. The whole flow is built so that changing your plan is a quick, reversible decision rather than a negotiation.
- Approaching a limit triggers a heads-up and a choice, never a broken service
- Overages are metered fairly, or upgraded away in one click
- Upgrades are instant and pro-rated; you pay only for what you use
- Leaving is as easy as joining — no dark patterns, no hostage-taking
And then there's the most revealing moment of all: cancellation. It's tempting to make leaving hard, because friction retains a few customers in the short term. We think it's corrosive. Making it easy to leave is part of the same promise as everything else — if the product earns its place, you'll stay because you want to, not because we trapped you. A customer who leaves cleanly and speaks well of the experience is worth more than one retained by a maze.
Held at these pressure points, the principles stop being slogans and become the actual texture of doing business with us. That's the test we care about.
The takeaway
We think of pricing as a promise, not a lever. Transparent, aligned, and honest aren't slogans — they're constraints that shape every plan and rule out a lot of the industry's favourite tricks. Pricing should feel like a fair deal that gets better as you grow, not a maze you have to navigate carefully to avoid getting charged for something you didn't understand. That belief costs us a little sometimes. We're fine with that.
