We capped our CRM at CHF 350/month flat. Here's what that bet did to the business

I spent about 12 years building software inside Swiss regulated banks before leaving to build an AI-native CRM for German-speaking SMBs. When we set pricing, we made a call that most SaaS people I talked to thought was a mistake. We charge CHF 25 per user per month, standard so far, but we put a hard cap at CHF 350. Past that point you stop paying per seat entirely. Add 20 users, add 200, the invoice stays at CHF 350. You cannot pay us more even if you wanted to.

The reasoning was about our specific buyer. Our customers are conservative Swiss and DACH SMEs, the kind of firms that have run the same accounting software for fifteen years and distrust anything that feels like it will quietly get more expensive as they grow. Uncapped per-seat pricing reads to them as a penalty for adopting the tool: hire more people, pay more for software you already have. That friction kept surfacing in early sales conversations, so we put a ceiling on it.

What that actually did:

The sales conversation got dramatically simpler. "Your bill can never exceed CHF 350" took a whole category of objection off the table, and for a risk-averse buyer, predictability turned out to be a feature in itself. It resonated more than any AI capability we led with.

It also honestly signals who we are for. A cap that low means we are not chasing large enterprises where per-seat economics would print money. That was never our market, and saying so out loud built more trust than pretending we were for everyone.

The obvious cost is expansion revenue. The per-seat playbook exists because land-and-expand works, and we deliberately capped our own upside on our biggest accounts. We are betting that lower adoption friction and lower churn from a price people perceive as fair beats the expansion curve over time. That bet is not fully settled, and I will admit it is the part that keeps me up.

What I would do differently: I would have been more deliberate early about anchoring the flat cap as a premium promise rather than a cheap one. "Capped" can accidentally signal "budget tool" if you are not careful, and undoing a low-price perception is hard.

Curious whether anyone here has run capped pricing, especially selling into conservative or risk-averse markets. What did it do to your expansion numbers over a couple of years?

(Disclosure: I'm the founder of Uliasti, the team behind the product: Advanzo. Happy to go into detail in the comments.)