The New Architecture Of Tech: Seat Pricing, Orbital Rings & Superstar Employees - E722
episode
BRAVE Southeast Asia Tech: Singapore, Indonesia, Vietnam, Philippines, Thailand & Malaysia Startups, Founders & Venture Capital VC (English)
27 min
1 speaker
6 chapters
transcribed 17 days ago
Transcript
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Transcript generated automatically by AI and may contain errors.
Why is the traditional seat‑based SaaS pricing model considered dead?
Most founders talk about the what of AI, the chatbots and the interfaces, but today we're looking at the how. We're exploring a structural shift in the tech ecosystem. It's a shift from selling software seats to selling actual outcomes. To get there, founders are having to take massive risks on the physical infrastructure of the internet and the way we manage human talent. We start with the business logic of software. Andres Klarik is the co-founder of Fuse, a next-generation enterprise software platform for lending. Before founding Fuse, Andres spent a decade in private equity, giving him a front-row seat to the scaling of the SaaS industry. He realized that the SAS we've known for 20 years, charging per person per month.
is reaching a point of zero accountability. So, uh here we are and your solution, right? I mean, obviously there's a software as a service layer where you're obviously in my head digitizing, simplifying, automating that process. Um, but you know, I think it's interesting because there's also AI coming up and people are making arguments, for example, that software as a service as a category is dying because of You know, AI, everybody can vibe cope their own software as a service, uh, or people can in-house the capability. I'm just kind of curious how you think about it.
I agree. I think we're a peak uh a SAS, right? Like all uh that doesn't mean it it's dead, but that the the way that the pricing structure works today, that is dead. Because let's put l let's put it this way, current SaaS pricing doesn't have accountability. Right. Uh we are entering an era in which software can actually produce outcomes definition means accountability. Right. If I'm telling you I'm gonna get you from A to B, that's an outcome. Back in the day, it would be like I'll just charge you per application. You're like, okay, but what happens if that application doesn't convert? Or like if something happens over your workflow? Um so we're if I think like it's a question of courage, right? If we're asking people to automate real jobs
the pricing should reflect that too. But that the w in meaning like in in the way that it gets priced should reflect that too from a courage standpoint. I I'll just like SaaS executives because I think that's kind of evolving. uh should actually have the courage to also reflect that in our pricing that if we are actually going to s be provided outcomes uh that we should price per outcome and that uh a completely uh by the narrative that like SaaS and its current shape perform is deemed to evolve. It has to. And uh obviously it's gonna take some time but it's gonna be less than you Imagine. Um, why is that uh because it as you mentioned, it's much quicker to build. The only the caveat to that is those that have the context build much quicker.
Right. So it's going much quicker. But at the same time, the ones can go with the quickest are the ones that have the context. And on a relative basis, now we're all fast, right? So because everyone's catching up. So this whole notion that like you're gonna be bulldozed by a complete newcomer. You will have some stories there, but it it's really gonna come who down to who had the most content rich teams to build the s solutions that are actually probably going to win. Um And that in itself is who has built recently, right? And in a lot of the in my category, very few businesses have actually built at the scale that we built, right? So we've actually built where they are at at a scale that like the incumbents have not, right?
Because precisely they did not have the incentives to disrupt disrupt themselves yet. And there is this component of being a quasi Sherpa that you're one of the few teams Yeah. in in in in your specific zip code then has the capabilities to deliver that product in the timelines that you're do you're giving.
So for SaaS companies that have gone public already, you know, they were based on the old model, they're getting to disrupted. They can't price the same way based on seats or consumption. And so they need to provide more accountability.
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Chapters
6 chapters
1
Why is the traditional seat‑based SaaS pricing model considered dead?
0:00–4:23
2
How does Fuse redefine software pricing around guaranteed lending outcomes?
4:23–10:04
3
What metrics does Fuse use to measure success for lenders?
10:04–15:21
4
Why does Transcelestial believe the internet backbone needs a laser‑linked orbital ring?
15:21–19:40
5
How did the founders secretly fund the space‑pivot despite board opposition?
19:40–24:04
6
What does “designing jobs around outcomes” mean for modern workplaces?
24:04–27:38
Speakers
1 identifiedMore from BRAVE Southeast Asia Tech: Singapore, Indonesia, Vietnam, Philippines, Thailand & Malaysia Startups, Founders & Venture Capital VC (English)
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