276 : Pricing AI: Why the First Price Is Always Wrong and What Smart SaaS Leaders Do About It with Dan Balcauski

Pricing AI is the hardest pricing problem in software right now, and most SaaS leaders are getting it wrong on the first try. In this episode of Navigating the Customer Experience, host Yanique Grant sits down with Dan Balcauski, founder of Product Tranquility, to unpack why the first AI price a company sets is always wrong, how to set usage caps when you have no historical data, and what smart B2B SaaS leaders do differently to turn pricing from a liability into a strategic advantage.

Dan has spent more than 20 years in software, starting as an engineer before moving into product management and discovering that how a company captures value matters far more than how it builds the product. Today he advises B2B SaaS CEOs on the AI pricing and packaging decisions that keep them up at night, and in this conversation he shares the frameworks, the mistakes to avoid, and the practical playbook he uses with real companies.

WHAT YOU WILL LEARN IN THIS EPISODE

Why the first AI price is always wrong, and why that has nothing to do with how smart your team or your consultants are. Dan explains the fundamental economic shift underway in software, where both sides of the pricing equation are moving at once. On the cost side, he points to a benchmark showing the cost per task for a top model dropping by roughly 390 times in a single year, a change no normal business ever absorbs in its cost of goods sold. On the value side, models keep getting more capable, handling this month what they could not handle last month. His research shows that every application layer software company he studied that released AI capabilities revised its pricing and packaging within 18 months. The lesson is not to price perfectly on day one. It is to build for change.

How to set usage caps and pricing tiers with zero historical data. Dan frames the real problem plainly. You know what a token costs, but you have no idea what customers will actually do with a new AI feature. Products are full of features that barely got adopted, and AI features do not get to skip that step of the innovation cycle. On top of that, a small group of power users, often around 5 to 10 percent, can drive the overwhelming majority of usage and cost. That makes the tempting shortcuts unreliable. Using dashboard views as a proxy breaks down because good AI gets used far more than the dashboards it replaces, and a beta group rarely matches the usage profile of the full market.

The early access playbook that sits between beta and general availability. Dan recommends a stage where companies announce their limits, put a price on the feature, and communicate it clearly, but do not enforce or meter it yet for a defined window that can run anywhere from six weeks to 18 months. This eases customer anxiety about surprise bills, encourages real adoption, and lets the company gather genuine usage patterns instead of guessing from proxies that break down.

Why you should separate ordinary plan limits from fair use limits. Even when you are not metering usage, Dan explains, you can reserve the right to throttle or downgrade the rare customer using a capability a hundred or a thousand times more than the average, much like companies already do with API request limits. Those levers let teams keep experimenting during early access without the finance team panicking when the bill arrives.

Why communication is where pricing changes succeed or fail. As Dan puts it, most pricing blowups come not from the change itself but from the fact that it was communicated poorly or not at all. Agility beats certainty, and reviewing pricing on a quarterly cadence beats the old annual or five year rhythm.

This episode is essential listening for SaaS founders, product leaders, pricing strategists, and customer experience professionals who want to understand how AI is reshaping the economics of software and what to do about it before the market forces the decision for them.

ABOUT DAN BALCAUSKI

Dan Balcauski is the founder of Product Tranquility, where he helps B2B SaaS CEOs turn pricing from a confusing liability into a strategic advantage. With more than 20 years in software, Dan began his career as an engineer before moving into product management and discovering that how companies capture value matters far more than how they build it. His work now centers on one of the most pressing questions in software today: how to price AI. Before founding Product Tranquility, Dan was a principal product strategist at SolarWinds and head of product at LawnStarter. He holds a BSc in computer engineering from Iowa State University and an MBA from the Kellogg School of Management at Northwestern, where he also helps teach executive education courses on product strategy. He is the host of the SaaS Scaling Secrets podcast.

QUESTIONS YANIQUE ASKED

Could you share a little about your journey and how you got from where you were to where you are today?
 You have said the first AI price is always wrong. Why is that, and what should a SaaS company do differently knowing they are going to get it wrong the first time?
 So many companies are trying to set usage caps and pricing tiers for AI with zero historical data. How would you advise a CEO to make that decision when they are essentially flying blind?
 What is the one online resource, tool, website, or application that you absolutely cannot live without in your business?
 Can you share one or two books that have had a positive impact on you, professionally or personally?
 What is one thing going on in your life right now that you are really excited about?
 Do you have a quote or saying that keeps you on track during times of adversity?
 Where can listeners find and connect with you online?

KEY TAKEAWAYS

• The first AI price is always wrong, and that is not a failure of intelligence. It reflects a fundamental economic shift where both cost and value are moving fast.
•  Every application layer company Dan studied revised its AI pricing and packaging within 18 months. Plan for revision, not perfection.
•  Agility beats certainty. Review pricing on a quarterly cadence rather than annually or every five years.
•  Communication is where pricing changes succeed or fail. Most blowups come from poor communication, not the change itself.
•  Usage proxies break down. Dashboard views and beta groups rarely predict how customers will actually use an AI feature.
•  A small group of power users can drive the majority of usage and cost, so average user assumptions are dangerous.
•  Early access is the smart middle stage. Announce and price the limits, communicate them, but do not meter yet while you gather real data.
•  Separate plan limits from fair use limits. Reserve the right to throttle extreme usage even when you are not metering everyone.
•  Do not borrow problems from the future. Anxiety about what has not happened yet only adds problems to the present.
•  AI is making custom, personal business software economically viable for the first time, opening the door to tools built exactly the way you work.

CHAPTERS

 00:00 Introduction and Guest Bio
 01:51 Dan's Journey: From Engineer to Pricing Strategist
 04:03 Learning That Pricing Is Different in Every Industry
 04:49 Why the First AI Price Is Always Wrong
 05:36 The 390x Cost Shift and the Moving Value Equation
 06:49 Agility, Faster Pricing Reviews, and Communication
 09:28 Setting Usage Caps With No Historical Data
 11:32 Why Dashboard Proxies and Beta Groups Break Down
 12:59 The Early Access Playbook Between Beta and GA
 13:20 Plan Limits vs. Fair Use Limits
 17:04 The One Tool Dan Cannot Live Without: Claude Code
 17:38 Book Recommendation: Monetizing Innovation
 18:31 Building Custom Business Software With AI
 19:55 How to Connect With Dan Online
 20:27 Dan's Guiding Quote: Don't Borrow Problems From the Future

FEATURED RESOURCES

Book mentioned: Monetizing Innovation by Madhavan Ramanujam and Georg Tacke
Tool mentioned: Claude Code, Dan's work surface and the engine behind his custom business software

CONNECT WITH DAN

LinkedIn: Search Dan Balcauski on LinkedIn, and mention that you heard him on the podcast so he can separate you from the spam
Website: producttranquility.com
Podcast: SaaS Scaling Secrets, wherever podcasts are found

DAN'S GUIDING QUOTE

"Don't borrow problems from the future." Dan Balcauski

Dan explains that most of our anxiety is about things that have not happened yet. Worrying about a future scenario pulls that problem into the present before it ever arrives, giving you more to carry now for no reason. Like debt, it is borrowing against your future self. His practice is to stay focused on what is real and in front of him, which keeps him grounded when challenges or uncertainty threaten to pull him off track.

ABOUT N

Transcript

Episode 276 - Navigating the Customer Experience with Dan Balcauski

[00:00:00] Welcome to Navigating the Customer Experience, the podcast for anyone serious about delivering exceptional customer experiences. Leaders, innovators, and service champions share real strategies and real stories to help you create customers for life. Here's your host, Yanique Grant.

Yanique Grant: Welcome to Navigating the Customer Experience. On today's episode, our guest is Dan Bacauski.

Yanique Grant: Every SaaS company's asking the same question right now: how do we price AI? And so Dan has spent 20 years in software as an engineer, moving through product management, and eventually discovering that how companies capture value matters more than how they build it. He founded Product Tranquility to help B2B SaaS CEOs turn pricing from a confusing liability into a strategic advantage.

Yanique Grant: He's currently helping SaaS companies navigate AI pricing and packaging decisions, including how to set usage caps which, with no historical data, [00:01:00] when to bundle AI versus sell it separately, and why the first AI price is always wrong. Before Product Tranquility, Dan was a principal product strategist at SolarWinds, and head of product at LawnStarter.

Yanique Grant: He holds a BSC in Computer Engineering from Iowa State University, and an MBA from the Kellogg School of Management at Northwestern, where he also helps teach executive education courses on product strategy. So without further delay, sit back, plug your earphones in, and let's jump right into this conversation with Dan.

Yanique Grant: Welcome, Dan. 

Dan Balcauski: Good to be here. Thank you for the wonderful intro. You did your homework. 

Yanique Grant: All right, Dan. Can you share with our listeners a little bit about your journey? In your own words, share with us how you got from where you were to where you are today. 

Dan Balcauski: Yeah. You did a good job in recapping some of the highlights of the bio.

Dan Balcauski: As you mentioned, been in software for a couple decades. [00:02:00] I find that, over time I thought I was gonna be a good engineer. It did not suit my personality. The computer did not care. At that time, how mad I got at it, it didn't do any better. Now Claude might actually put its a little bit more effort into it if you yell at it enough times.

Dan Balcauski: But it was not the case when I started in the the space 20 years ago, and really found myself, drawn to how do companies decide even what to build. That led me to take on more management responsibilities and roadmap responsibilities, and I got to a point in that path that I was like, "I need to go figure out...

Dan Balcauski: I'm now away from my engineering training. I need to really go learn how this is done," which led me to pursue my MBA. That catapulted into kind of my first test in the pricing world, where I took courses on pricing when I was getting the MBA, and those were very valuable. But during my MBA, I did an internship for a successful Silicon Valley startup, and one of the questions on the CEO's desk was should they do a freemium model [00:03:00] for their existing offerings.

Dan Balcauski: And long story short I do not recommend freemium except in very exceptional, rare circumstances for almost any B2B software company. I've talked many times publicly about that so I won't belabor it here. But that was a really my first major sort of foray into the, official pricing world.

Dan Balcauski: And then I, after that, took on product leadership roles at a couple different companies and there it was not directly responsible for pricing, as I think is, correct. Product marketing in most B2B software companies should be responsible for pricing, and we could go into why that is.

Dan Balcauski: But a lot of those folks didn't really know what they were doing either, and so they'd say, "Hey I get asked to do this pricing exercise, and I'm really good at writing blogs and making messaging copy and, doing competitor analysis. I have no idea how to do this. You've got an MBA. Can you help me figure it out?"

Dan Balcauski: And cut my teeth helping on some of those projects tried to apply some of the templates [00:04:00] and techniques I thought I learned in class and realized that, oh, pricing everywhere is not the same. Pricing airline seats or hotel reservations looks very different than selling shampoo or deodorant looks very different than selling B2B software.

Dan Balcauski: And I got those scars so you don't have to. Eventually decided to start my own company and found out a lot of other companies had struggles with pricing and packaging, so now I have the privilege of helping those companies every day. As you mentioned often is a sort of confusing liability and try to help them turn that into a strategic asset.

Yanique Grant: Amazing. All right. So dovetailing out of your last statement and also your bio, first AI price is always wrong claim. You said the first AI price is always wrong. Why is that, and what should a SaaS company do differently knowing they're going to get it wrong the first time? 

Dan Balcauski: Yeah. So this has nothing to do with how smart your people are-

Dan Balcauski: The consultants that you hire. It has everything to do with we are going through a [00:05:00] massive fundamental economic change in the software business right now. And it's AI adds costs, but, has anybody noticed there's a ton of investment going on? Everyone is trying to add AI to their products, which is changing the competitive landscape and your differentiated value.

Dan Balcauski: The cost component is changing dramatically. There was a report I saw where they did a benchmark of OpenAI's world-class model from a year ago, I think it was, like, '03 at the time, versus state-of-the-art model, at the time the report was written, and the cost per task had decreased by 390x. So when you have fundam- no business has that level of disruption in their supply chain, right?

Dan Balcauski: We worry about, oh, we've got another war in the Middle East and gas prices went up, what, 20%? We're talking about a 400,000% change in your underlying [00:06:00] cost of goods sold. And also, that- that's the cost side. The value side is also changing, where the models are getting more intelligent. They can handle tasks today that they couldn't last month or even last week.

Dan Balcauski: And so with all of that I'll also add that, I've looked at all the companies that have released AI. Not 100%. I can't claim, total omniscience, but I've done a lot of research in the companies that have r- released AI capabilities, software companies, application layer, not just the foundation model companies, and 100% of them have revised pricing and packaging within 18 months.

Dan Balcauski: So with that, going back to okay that's great. What do we do about it? I think the mindset that's most important is agility and change. I think we got lulled into a false sense of security by the last 10, 15 years of SaaS. Maybe a lot of [00:07:00] folks weren't around when we went into the perpetual software to subscription.

Dan Balcauski: A lot of companies didn't make that transition, and then it wasn't uncommon to hear folks who went to the last, three years of SaaSTR or SaaStock being like, "Oh, we used to always get these new SaaS playbooks and I g- the new metric of the year that I'm supposed to track." And all of a sudden "I'm not really learning anything anymore."

Dan Balcauski: Yeah, it ... 'cause we kinda had learned what that model is about. We learned about cocktail TV ratios and ARR versus bookings revenue, and all of these metrics that now just become the water that we swim in. And so therefore, we're now in another major change where we're having to learn this as we go with these fundamental economic things that

Dan Balcauski: or economic changes under the hood. And so it's not only, the ... So the change is happening rapidly. We're gonna learn because we have to. The technology is changing. Our competitors are changing. Whether we wanna stay in place or not, it is not a choice we get [00:08:00] to make And then along with that, I think the dominant point I wanna make sure folks get across is that with all that change, communication becomes paramount.

Dan Balcauski: So communication to your c- customers, probably primarily, but then also communication internally. When it's a- you're in a static environment, maybe you have a pricing review annually if you're doing well. Most companies might not even look at it once every five years. Best in class companies are doing it at least quarterly.

Dan Balcauski: So you wanna make sure the senior executive team has clear line of sight into what the frontline folks are saying, and that those communication channels are open, and that you're evaluating this on a much more rapid cadence than you may have in the past. And then where we see a lot of pricing changes blow up is not that companies are changing it, but that they're communicating it poorly or not at [00:09:00] all.

Dan Balcauski: And so those are, I'd say ... I'll stop 'cause that was a long rant. I'll see where you wanna go, but I would say those are the primary areas I would encourage folks to think about. 

Yanique Grant: All right. Thank you so much for sharing, Dan. All right. So many companies are trying to set usage caps on pricing tiers for AI, right?

Yanique Grant: For the features that AI have and a lot of times they're doing this with zero historical data to guide them. Can you just walk us through how you would advise a CEO to make that decision when they're essentially flying blind? 

Dan Balcauski: Yeah, no, it's a real problem. Let's say ... I'll use a concrete example so people can follow the logic.

Dan Balcauski: When I have a CRM and we add some, we plug in, OpenAI or Anthropic model under the hood and we say, "Hey, now you can summarize all the account history with this customer. Who is involved? What other sales reps touched it? What support issues did they have?" 'Cause a lot of that stuff is messy text data over time, and AI's really good about [00:10:00] bringing together messy text data, right?

Dan Balcauski: And oh, we ... So now we have an AI summarization capability, or now we can generate the next email in your campaign, in your outreach to that person based upon their history. And so there's now a real underlying cost to that, right? Because now there's money going out the door for those tokens to OpenAI or Anthropic, and the CFO is definitely getting that bill.

Dan Balcauski: The COO and CFO are like, "Oh my God," "What are we doing here?" So they think there's a real valid concern that, hey, we need to rein this in. But when you're launching one of these features, the problem is you're like "I know what a token costs, but I don't know what my customers are gonna do with this piece of software."

Dan Balcauski: I don't know about you, but I've been in product management a long time. Products are filled with the hopes and dreams of the future that just became another feature in the product that barely anyone adopted. And your AI features don't get to skip that step of the innovation cycle. They're also going to be

Dan Balcauski: People are gonna be look at it and be like, "Oh, that's neat. I don't [00:11:00] really understand how I would use it." And then you're gonna have the early adopters in your organization, usually the engineers, but could be in any part of the org. You probably have, 5% or of so of folks in your org who fit this bill who are like, "Oh my God, this thing's changed my workflow.

Dan Balcauski: I'm gonna use it all the time. I'm gonna set up loops so it's running overnight, so in the morning I've got all my emails queued up and all my boxes, my leads summarized, my whole plan." And so we have these extremes and we have to figure out, how are we gonna plan for this? So the first idea is we'll look at proxies.

Dan Balcauski: So this helps us summarize data that we have in a dashboard. Let's look at how many people open those dashboards per month. Sounds reasonable, except if AI's really doing its job, you may expect people will use this more than they were looking at your dashboards, 'cause it's easier. I look at a dashboard I've never opened in Tableau that someone else has built, and it takes me 20 minutes just to even figure out what I'm looking at.

Dan Balcauski: But I ask AI, say, "Hey, what was, how did our campaign operate [00:12:00] last month?" And, "Give me the details. How did that differ between EMEA and North America?" A- and it's just giving you the data. You're like, "Oh my God, this is awesome. I'm getting all this insight I would've had to search for hours before, so I'd never have been bothered."

Dan Balcauski: So the proxy breaks down in that regard. Okay we have a beta program. I mentioned before maybe you have these early adopters that are, like, 5%. Kyle Poyar is another pricing expert out in the field who I really appreciate his content, and I think he it was the first time I... I don't know if he invented it, but very much Pareto rule, 80/20.

Dan Balcauski: You know- ... 10% of your users drive 90% of your usage or costs with these tools. And so there's a slim chance that your beta group, which is already gonna be a limited subset of customers, is going to match the overall usage profile once this thing is in market. So what are folks doing instead? They're usually, if you're not familiar with software development, obviously most folks may have heard of beta but, there's after beta usually goes general availability or what you say GA.

Dan Balcauski: [00:13:00] So companies are putting in an additional stage called early access. So early access is we're out of beta. This thing is baked. We're happy for customers to use it, but it gives us a time period that is dictated by special commercial terms. So what does that mean? We're gonna announce our limits. We're gonna communicate them to customers.

Dan Balcauski: We're gonna put a price on these features, whether it's an add-on or it's embedded in the product with a additional usage flag. And then, but we're not going to enforce those limits or meter that, so you're not gonna see that on your invoice for some time period. And I've seen early access periods anywhere from six weeks to 18 months.

Dan Balcauski: And so what that allows companies to do is get customers to really adopt it in their workflows- With the understanding that, I don't know about you, but like [00:14:00] somebody's "Hey, use my thing." And you're like is it gonna, is it gonna cost me? I don't know. Am I, is it, am I gonna max out my credit card in an afternoon?"

Dan Balcauski: And maybe with some of the new anthropic models, that's very possible. You're like "I'm just not gonna touch it at all, 'cause I don't wanna have that conversation with my CFO when he gets the bill at the end of the month." So what they're doing is they're easing that user anxiety to actually encourage that adoption, that flywheel, make it habit-forming, get the feedback around what are usage patterns, what are the cases that customers are doing that we didn't thought of, what's working well, what's not working well.

Dan Balcauski: And that really helps get a grounding in, okay, my actual usage patterns during that period versus, again, some of these proxies that folks might be tempted to use but end up breaking down. 

Yanique Grant: All right. Perfect. Thank you so much. Great explanation and support for how it is that you were able to advise a CEO.

Yanique Grant: And quite insightful, 'cause as you [00:15:00] mentioned, it's a gray area, and it can run costs up significantly, so you definitely... I like the early access option that they have now that will allow them to utilize and give the customer the opportunity to take availability of what is there.

Dan Balcauski: I was also, I was gonna separate, there's a nuance in there as well 'cause the, the idea, this sometimes gets overlooked, but we often have what we have is price fences or, when you were talking about those usage limits for AI. I hate tokens, but I'll just use that and say, "Oh, use the AI summaries, the account summaries.

Dan Balcauski: So you get 1,000 account summaries per month per user, right? That's part of your plan. But we're not gonna enforce that right now, 'cause we just want you to use it, and so for all the reasons I just said." But there's also- What we term fair use limits. And so there is the case where it's like, "Hey, we've got somebody who's using this product or this AI capability 100 or 1000x more than our [00:16:00] average user, and we need a way to really say, 'Hey we're gonna stop this.'"

Dan Balcauski: And and companies already have stuff like this, for example, for API requests. "Hey, we don't monetize AI or API access, but if you start sending a million requests per second, we reserve the right to throttle your requests, 'cause you're not allowed to take down our system for all of our other customers."

Dan Balcauski: Right? And that's in the, usually in the fine print. And 'cause that's, could be a nuance or a pushback. It's if we don't enforce it, like we're just opening, opening the floodgates. It's no, you have, "Hey, here's what we're gonna... Commercial terms, we also reserve the right, if you're using it quote-unquote excessively, to either trim your usage, throttle you to a, cheaper model."

Dan Balcauski: There's a whole bunch of different things that could be done in there. But those are other levers that you could play while you're in that early access period and trying to figure things out so that the CFO doesn't have a stroke. 

Yanique Grant: All right. Perfect. Thank you for that additional information.

Yanique Grant: All right. Now, Dan, can you share with us, what's the one online resource, tool, website, or [00:17:00] application that you absolutely cannot live without in your own business? 

Dan Balcauski: Oh, man. It's all Claude all the time these days. But I feel like that's post, passe to say. I'm just, I ... claude is my work surface at this point. So 

Yanique Grant: Okay. It's the Claude it is ... 

Dan Balcauski: claude Code Claude Code specifically. 

Yanique Grant: All right. Perfect. Thanks for sharing. Can you also share with our listeners maybe one or two books that you've read? It could be a book that you read a very long time ago, or even one that you have read recently, but it has had a positive impact on you, whether personally or professionally.

Dan Balcauski: In the pricing domain or in any domain?

Yanique Grant: In any domain

Dan Balcauski: Yeah, most of my reading these days is around the pricing domain if I'm into long-form books. I tend to, like with the everyone else, probably too much time on, on social media and blog posts otherwise. So I would say, there, if folks are really interested in stepping their toes into the water on this pricing topic there's a good book called "Monetizing [00:18:00] Innovation" that I recommend folks read.

Dan Balcauski: That's a... it's approachable but also pragmatic and useful for this pricing world. And it's probably one of the, one of the first books I read in the domain outside of coursework. 

Yanique Grant: Okay. And you said it's Monetizing Innovation? 

Dan Balcauski: That's correct. 

Yanique Grant: Perfect. All right.

Yanique Grant: Thank you so much for sharing. Can you also share with our listeners what's one thing that's going on in your life right now that you're really excited about? Either something you're working on to develop yourself or your people. 

Dan Balcauski: My current passion project is all about building personal software to better run the business. And so that's which I don't think is a story that is unique here. But it is a, it's the first time that I've been back in on the coding side.

Dan Balcauski: Maybe that's overstating. I tell Claude what to build, and it builds it for me. But, dusting off the old software engineering chops to keep an eye on it, make sure it doesn't go off the rails to figure out, [00:19:00] okay, what should my networking system look like? What should my different...

Dan Balcauski: I run a podcast. We're building all the systems and flows there. As running a podcast- ... is very intensive. There's a lot of steps just to produce a single episode, let alone a season or do it, weekly or, even more frequently than that. And so I think we're at a really unprecedented time to fill those nooks with a bunch of tools that are custom-built to how you wanna work that just would have not been economically viable to invest in before.

Yanique Grant: Yeah. Perfect. All right. Thank you so much for sharing. All right, Dan, so our listeners would have tapped into this episode, and they're quite intrigued with your journey. They're quite intrigued with your organization and a lot of the information that you'd have shared here with us today, and they would like to connect with you online.

Yanique Grant: Where's the best place that they can find you online? 

Dan Balcauski: Probably LinkedIn. Yeah, just when you, if you send me a follow, that's fine, or if you want to send me a connection request, that's fine. Just l- drop a note saying you heard me on the podcast so I can [00:20:00] separate it from the rest of the LinkedIn spam.

Dan Balcauski: Also my website's projecttranquility.com, so folks can also reach me there. I run a podcast, so SaaS Scaling Secrets wherever podcasts are found. So 

Yanique Grant: Awesome. All right. Now, before we wrap our episodes up, we always like to ask our guests, do you have a quote or a saying that during times of adversity or challenge you'll tend to revert to this quote?

Yanique Grant: If for any reason you get derailed or you get off track, the quote helps to get you back on track. Do you have one of those? 

Dan Balcauski: Yeah. It's, "Don't borrow problems from the future." 

Yanique Grant: Don't borrow problems. Can you expound on that for us? 

Dan Balcauski: Yeah. We all, maybe not in American culture debt is not treated with the gravitas that it deserves.

Dan Balcauski: But, that's always borrowing money from our future selves to, to pay now. Last thing we wanna do is borrow problems in the future and bring them to ourselves now. So- ... a lot of our anxiety worry is about things that haven't happened yet, and we're worried like, "Oh, but if this happens then I'll be in this situation."

Dan Balcauski: It's yeah, but you're borrowing that problem that hasn't [00:21:00] happened yet from the future so you could have more problems now. So don't borrow problems. 

Yanique Grant: All right. Amazing. So we'll have that quote referenced in the show notes of our episode. All right, Dan thank you so much for taking time out of your schedule today and hopping on this podcast and sharing all of this amazing information about AI and you being able to inform SaaS organizations about pricing strategies, especially with the integration of AI in many of their different platforms across the services that they provide to their customers.

Yanique Grant: And just being able to be so transparent in giving us information in a very practical way that will allow our listeners to be really, in that introspection space, I believe, to identify where could they be doing things differently to ensure that they're maximizing on serving their customers in the best possible way, and I think you were able to help them realize that today.

Yanique Grant: So thank you so much. 

Dan Balcauski: Thank you for having me. It was a pleasure. 

Yanique Grant: Just want to remind our listeners that you can follow us on [00:22:00] X at NavigatingCX, and feel free to join our private Facebook group, Navigating the Customer Experience Community. Until next time, I'm your host, Yanique Grant.