Most advisory pricing has a cliff at the bottom. The smallest thing you can buy is a retainer with a minimum term, which for a typical senior practice means a five-figure commitment to someone you have never worked with. So leaders do the rational thing: they do not buy, and the decision gets made alone.
Across 72 client relationships since 2018, the pattern we kept seeing was that the moment of highest need is also the moment of lowest trust. The product has to fit that moment, not punish it.
What a seat is, and is not #
The Advisory Seat is a standing monthly session and direct access between sessions, from $2,500 a month, cancel any time. You bring the decision in front of you. You get a considered read from someone who has sat on the operator side of it: we have founded, built and run our own products, not only advised on other people’s.
It is not a fractional hire. A fractional executive occupies a seat inside your team and owns delivery. An advisor holds judgement on the decision and stays out of the org chart. Confusing the two is how companies end up paying advisory rates for delivery capacity, and it is the first thing we untangle in a discovery call.
Why month to month is not a gimmick #
Cancel-any-time pricing is usually an acquisition trick that assumes inertia will do the retaining. Here it is a discipline mechanism pointed at us: the seat has to earn its renewal every month with the quality of the calls you take after it.
It also fixes the sequencing problem. A seat that starts without a diagnosis can become the diagnosis: three months in, the pattern of decisions you have brought is itself a map of where the business is stuck. Several of our deeper engagements started exactly this way, sideways, through the cheapest door.
Senior judgement should be buyable at the speed decisions actually arrive. That is the whole argument, and the price is on the page.