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Won by refusing to be 'another Gong' — positioning as the layer that turns conversation data into automated CRM and workflow action, not just call transcripts nobody rewatches.
1
MODEL
BUSINESS MODEL
SaaS
model bm
HOW THEY BUILT IT
Raised a $13M Series A (July 2024); customers include Zscaler, Ramp, 1Password, Demandbase, Postman and Alation; core integrations run through Salesforce and Slack, positioning itself as the connective layer between the two rather than a standalone dashboard.
HOW TO ARCHITECT IT
1) Integrate deeply with tools reps already live in (Salesforce, Slack) instead of building a new destination app. 2) Differentiate from category leaders on execution/automation rather than analytics depth. 3) Price with a discounted tier for sub-10-person GTM teams, because land-and-expand inside fast-growing companies compounds faster than cold enterprise deals.
DISTRIBUTION MODEL
Direct Sales
dm
HOW THEY OPERATIONALIZED
Seat-based, annually billed direct sales (roughly $828-$69/user/month depending on source and tier) with a discounted Startup Plan for teams under 10; add-on modules priced separately per user.
HOW TO REPLICATE WHAT WORKED
What worked: naming its category 'AI Revenue Orchestration' let it avoid a head-on price/feature war with Gong/Chorus. The trap: seat-based pricing scales with headcount regardless of usage efficiency — a caution that as AI reduces headcount needs, per-seat models risk becoming a poor fit for the efficiency they sell.
| PATTERNS OF THIS MODEL
PATTERNS IN AI-NATIVE INTEGRATION-LAYER SAAS:
1. THE LAYER BETWEEN TWO PLATFORMS IS A REAL AND FAST BUSINESS WITH A SHORT HALF-LIFE. Adoption is quick because there is no new habit to learn; the exit arrives quickly for the same reason.
2. PER-SEAT PRICING IS STRUCTURALLY WRONG FOR EFFICIENCY PRODUCTS and the whole category knows it. Expect the AI-era shift to action-, workflow- and outcome-based units. Companies that design for it early avoid a repricing event that costs churn.
3. THE DATA ADVANTAGE IS CUSTOMER-SPECIFIC, NOT CORPUS-SPECIFIC. Value accrues from tuning to one company's methodology and vocabulary. That is defensible against copycats and irrelevant against the platform that owns the underlying records.
4. INTEGRATION DEPTH DETERMINES BOTH RETENTION AND ACQUISITION PRICE. The deeper you are embedded, the stickier you are — and the more valuable you are to the platform, whose alternative is building the same integrations against its own competitors.
5. THE MODAL OUTCOME IS ACQUISITION BY ONE OF THE PLATFORMS YOU CONNECT, and the modal timeline is now roughly 2-4 years from Series A. Capital plans, option pools and hiring should be built on that assumption.
6. THESE COMPANIES STAY SMALL BY DESIGN AND THAT IS CORRECT. A $13M Series A, a focused product and a fast strategic exit is a rational shape. Raising as though you were building a standalone platform mis-sizes the company for the outcome available.
7. CATEGORY CONSOLIDATION IS THE BACKDROP, NOT AN EVENT. Assume the incumbents are all buying, and that the buyer's roadmap gap — not your growth rate — sets your timing.
What companies with this model reveal
| OPPORTUNITY INTELLIGENCE
GOLDMINE 1 — THE EXECUTION LAYER ABOVE ANY ANALYTICS CATEGORY.
Standard: wherever a mature category produces insight that nobody acts on, the automation layer above it is unclaimed. Dashboards, transcripts, reports and scores all share this weakness. Ask of any incumbent: what does the customer have to do MANUALLY after using this? That gap is a business.
GOLDMINE 2 — THE MANUAL HANDOFF BETWEEN ANY TWO DOMINANT SYSTEMS.
Standard: every enterprise stack has pairs of systems whose handoff is a human copying information. CRM and messaging is one instance; there are equivalents in finance, HR, support, legal and operations. These are fast to build, fast to adopt and reliably acquirable.
GOLDMINE 3 — OUTCOME-BASED PRICING FOR AI-ERA GTM TOOLS.
Standard: the entire category still prices on seats while selling headcount reduction. The vendor that credibly prices on meetings processed, records updated or workflows completed has a positioning advantage nobody has taken, and it is the direction the whole market must move.
GOLDMINE 4 — INGESTION AND CONNECTIVITY ASSETS PLATFORMS CANNOT BUILD POLITELY.
Standard: platform vendors struggle to integrate deeply with their own competitors. Build the neutral connectivity layer across a fragmented ecosystem and you become the natural acquisition target for every platform in it.
THE PIT — BUILDING A FEATURE THAT A PLATFORM CAN SHIP.
If your entire product is a capability Salesforce, Slack, Microsoft or Google can add natively, your business has a roadmap-driven expiry date. This is survivable as a deliberate strategy (build to be acquired) and fatal as an accidental one.
THE SECOND PIT — PRICING ON A UNIT YOU EXIST TO SHRINK.
Selling efficiency per seat is a contradiction that gets worse every year as AI does more of the work.
MOVE WITH CAUTION — THE HONEST ENDGAME.
Integration-layer companies in AI-era categories are usually building toward acquisition by a platform, not toward independence. That is a legitimate and often excellent outcome — Momentum went from a $13M Series A to a completed Salesforce acquisition in roughly 19 months. The mistake is raising, hiring and pricing as though you were building a standalone platform, and then arriving at the same outcome with a mis-sized company and a disappointed cap table.
Untapped Business Model / Gaps / Goldmines / Pits
Patterns & Insights
2
MARKET
mkt mt es
MARKET TYPE
Fragmented Market
WHY THEY WON
Revenue/conversation intelligence spans Gong and Chorus down to newer AI-native entrants. Momentum won share by being the layer that auto-updates Salesforce and pushes Slack alerts, not the best call transcript.
ENTRY STRATEGY
Greenfield Entry
EXECUTION
Momentum built its own AI-native workflow-automation product from scratch, betting that LLM-era automation was the next differentiator in an already-mature category.
FOOTHOLD STRATEGY
fs
Beachhead Strategy
The beachhead was fast-growing B2B SaaS companies already heavy on Salesforce and Slack — technically sophisticated RevOps teams willing to try an AI-automation layer on top of their existing stack.
GROWTH CAMPAIGN
CAMPAIGNS THAT WORKED
Content marketing positioning Momentum against Gong/Clari/BoostUp/People.ai by category, aimed at RevOps buyers researching the broader category rather than Momentum by name.
KEY LEARNING
If entering a category with an entrenched leader, coin an adjacent category name that reframes buying criteria toward your actual differentiator rather than fighting for the same keyword.
gc
Market Context
| MARKET INTELLIGENCE
THE STANDARD: A fragmented category with a well-known leader is winnable — but only by redefining the buying criteria, not by competing on the leader's criteria.
WHAT THIS MARKET TYPE DEMANDS:
1. YOU CANNOT WIN ON THE INCUMBENT'S AXIS. Competing on analytics depth against the analytics leader means being compared on their strongest dimension in every deal. You lose slowly and expensively.
2. COIN AN ADJACENT CATEGORY NAME THAT REFRAMES THE CRITERIA. "AI Revenue Orchestration" moved the conversation from "whose transcripts are better" to "what actually happens after the call." Naming is a competitive weapon, not a branding exercise.
3. WRITE CONTENT FOR THE CATEGORY, NOT FOR YOUR BRAND. Buyers research the space before they research vendors. Content positioned against the whole competitive set (Gong, Clari, BoostUp, People.ai) captures them at the research stage, which is where criteria are set.
4. FRAGMENTED AI-ERA CATEGORIES CONSOLIDATE FAST. The gap between "many entrants" and "absorbed into platforms" is now measured in a few years, not a decade. Plan your outcome on that timescale.
5. THE PLATFORM VENDORS ARE THE REAL ENDGAME PLAYERS. In categories adjacent to a dominant system of record, the resolution is usually acquisition by that system.
EVIDENCE: within roughly 18 months, Clari merged with Salesloft, Salesforce acquired Qualified for the top of the funnel and Momentum for the mid-funnel — explicitly to feed unstructured conversational data into agentic workflows. The category Momentum entered as a fragmented field became a platform feature set.
| MARKET ENTRY PLAYBOOK
THE STANDARD: In a mature category, an architectural shift (such as LLMs) reopens entry — but the window is short and the winner is usually whoever is closest to the system of record.
RULE 1 — Enter a mature category only when the underlying technology changes what is possible.
Momentum's own account is precise: budgets tightened in 2022, they began building AI into the product just before the ChatGPT moment, and growth followed — 400% in a year. The entry was timed to a capability shift, not to a market gap.
RULE 2 — BUILD ON THE CUSTOMER'S EXISTING TOOLS RATHER THAN REPLACING THEM. Momentum ingested from Gong, Clari, Zoom and Google Meet rather than competing with them for the recording layer. Consuming your competitors' output is a faster entry than displacing it.
RULE 3 — Differentiate on EXECUTION when incumbents differentiate on INSIGHT.
Insight products create a review burden; execution products remove work. In a market where nobody rewatches the call, the automation is worth more than the analysis.
RULE 4 — SPEED IS THE ENTIRE ADVANTAGE IN AN AI-ERA ENTRY. The gap between your capability and a platform's native version is measured in quarters. Everything — pricing, positioning, fundraising, exit — should be sequenced on that clock.
RULE 5 — DESIGN YOUR ARCHITECTURE TO BE ACQUIRABLE.
A "universal ingestion engine" that captures interactions from any third-party voice and video source is exactly the asset a platform cannot easily build, because it requires integrating with competitors. Building the piece a platform is structurally awkward about building is the most reliable route to a strategic exit.
RULE 6 — BE HONEST THAT THIS IS THE PLAN. A 19-month path from Series A to platform acquisition is a good outcome for this model. Founders who pretend otherwise make worse decisions about pricing, hiring and capital.
How to enter
| FOOTHOLD STRATEGY PLAYBOOK
THE STANDARD: When entering a category with an entrenched leader, land where the workflow already happens rather than asking anyone to adopt a new destination.
RULE 1 — DO NOT BUILD ANOTHER PLACE TO LOG IN.
Momentum's explicit positioning was that it was not one more tool for revenue teams to learn: it extracted data from the tools they already used, processed it, wrote structured output into the CRM, and surfaced it in Slack. Zero new habits is the strongest adoption argument available.
RULE 2 — Choose a beachhead defined by TECH-STACK HOMOGENEITY.
Fast-growing B2B SaaS companies running Salesforce and Slack are a large, near-identical, easily-reached population. One integration build serves all of them. Stack homogeneity is the vertical-SaaS uniformity advantage applied to horizontal software.
RULE 3 — Sell to the operator, not the executive, when the value is time.
RevOps teams are technically sophisticated, measure admin burden, and can pilot without a procurement cycle. They are also willing to try AI-native layers on an existing stack.
RULE 4 — LAND SMALL IN COMPANIES THAT ARE GROWING FAST. A discounted tier for sub-10-person teams inside high-growth companies compounds into a larger account without a new sales cycle. This is a deliberate bet on the customer's trajectory.
RULE 5 — Adoption must be measurable in a system the buyer already reports on.
Renewal in this category is tied to demonstrable admin-time savings. Instrument the saving inside the CRM from day one, or you will be arguing from anecdote at renewal.
APPLICATION CHECKLIST: (a) Identify two systems your buyer already lives in. (b) Build the layer between them, with no new UI. (c) Target companies with an identical stack. (d) Sell to the operator who feels the admin burden. (e) Prove the saving inside their own system.
How to get the first strong position
MARKET PATTERNS & PLAYBOOK
3
MONEY
money rev pri
REVENUE MODEL
Subscription
PRICING MODEL
Tiered Pricing
WHY THEY WON
Per-user, annually billed subscription (roughly $29-$69/user/month) with a separate add-on for the conversation-intelligence/video module and custom professional-services pricing.
A discounted Startup tier lowers entry bar for high-growth companies; Business and Transformation tiers scale features/support for larger RevOps organizations, with volume discounts for 50+ seats.
TARGET AUDIENCE
CUSTOMER BUYING BEHAVIOUR
tg cb
Sales, RevOps, and Customer Success leaders at mid-market to enterprise B2B SaaS companies on Salesforce and Slack.
Sales-led with a trial/pilot phase; RevOps-driven evaluation against Gong/Clari; renewal tied to measurable admin-time savings.
| PRICING INTELLIGENCE
What makes this model effective & make customers pay
THE STANDARD: Never price on a unit your product is designed to reduce. If you sell efficiency, per-seat pricing is a structural contradiction.
RULE 1 — Identify the contradiction before you set the price.
Momentum's own stated caution is the clearest version of this: seat-based pricing scales with headcount, while the product's promise is that teams need less headcount to do the same work. Every AI-era GTM tool faces this and most have not resolved it.
RULE 2 — Price on WORK COMPLETED, not on people who might do the work.
The defensible AI-era units are actions executed, records updated, meetings processed, workflows completed, outcomes achieved. These grow when the product succeeds; seats shrink when it succeeds.
RULE 3 — A DISCOUNTED STARTUP TIER IS A BET ON YOUR CUSTOMERS' GROWTH RATE. Momentum priced a cheap tier for sub-10-person GTM teams because land-and-expand inside fast-growing companies compounds faster than winning cold enterprise deals. This works only if your customers actually grow — you are taking equity-like exposure to their trajectory without the equity.
RULE 4 — Price against the ADMIN TIME you remove, in the buyer's own currency.
For a sales tool the unit is selling hours returned to a quota-carrying rep. That converts directly into pipeline capacity, which is the number the buyer already reports.
RULE 5 — WHEN YOU SIT ON TOP OF ANOTHER VENDOR'S SEAT LICENCE, YOUR PRICE IS ANCHORED TO THEIRS. Buyers compare your per-user cost to the CRM they already pay for and to the conversation-intelligence tool they already bought. You are always the third line item, which caps price and makes you the easiest cancellation in the stack.
THE WILLINGNESS-TO-PAY INSIGHT: renewal in this category is tied to demonstrable admin-time savings. If you cannot show the number in the customer's own system, you are relying on sentiment at renewal — and sentiment does not survive a budget review.
PRICE & REVENUE
| Revenue Risk - The biggest threat to revenue stability
THE STANDARD: If your product lives between two platforms, your single largest revenue risk is a feature announcement by either of them.
RULE 1 — PLATFORM RISK IS EXISTENTIAL, NOT COMPETITIVE. Salesforce or Slack shipping native equivalents does not take share from you; it removes the reason you exist. No amount of product quality defends against a bundled adequate alternative.
RULE 2 — Assume the platform is watching your usage data and reading your roadmap.
If your integration is deep enough to be valuable, it is visible enough to be replicated. The strategic question is whether they buy or build, and you influence that answer with speed, customer concentration and technical depth — not with secrecy.
RULE 3 — SEAT PRICING IN AN EFFICIENCY CATEGORY IS A SHRINKING BASE. When your customers reduce GTM headcount, your revenue contracts silently with no churn event. Every layoff at a customer is a downgrade.
RULE 4 — Category consolidation compresses everyone's pricing simultaneously.
This category consolidated fast: Clari merged with Salesloft (2025); Salesforce acquired Qualified (Dec 2025) for top-of-funnel and Momentum (Mar 2026) for mid-funnel. In a consolidating category, independent vendors face bundled competitors with zero marginal price.
RULE 5 — CUSTOMER CONCENTRATION IN ONE BUYER PERSONA MAGNIFIES BUDGET CYCLES. RevOps budgets are among the first cut in a downturn and among the most scrutinised for redundancy with tools already owned.
RULE 6 — HIGH-GROWTH REFERENCE CUSTOMERS ARE VOLATILE REFERENCE CUSTOMERS. A logo list of fast-growing tech companies produces excellent expansion in good years and correlated contraction in bad ones.
EVIDENCE: Momentum itself described the 2022 tightening — smaller budgets, deal scrutiny, constant turnover among prospects and customers — as the shift that forced it to rebuild around AI. The category's answer to all of these risks, for Momentum, was to be acquired by the platform.
Where the model can break
4
MOTION
GROWTH EXPANSION MODEL
COMPETITIVE STRATEGY
motion ge cs
Product Line Expansion
HOW THEY EXPAND
Momentum expanded from core conversation-to-CRM automation into a fuller 'AI Agent' suite (SmartClips, Account Briefs, Deal Rooms) on top of existing integrations, deepening usage rather than pursuing new integration partners.
Differentiation
HOW THEY COMPETE
Against Gong's analytics depth and Clari's forecasting strength, Momentum differentiates on real-time workflow automation and Slack-native execution.
GROWTH ENGINE
GTM
ge n gtm
Partnership Growth
Loop: deep native Salesforce/Slack integration anchors adoption → habitual Slack-delivered summaries and CRM auto-fill become sticky → renewal and expansion follow from reduced admin burden. Weakens if Salesforce/Slack build comparable native AI features.
Direct enterprise/mid-market sales supported by category-positioning content, customer testimonials, and Series A-funded sales-team buildout.
SUSTAINING MOATS
Switching Costs, High Customer Lock-In, Brand Power, Technology Advantage (complex enterprise scenarios)
moat
More calls/CRM interactions flowing through the 'AI Brain Framework' improve model accuracy specific to each customer's methodology — a compounding moat that's hard to replicate by copying the UI.
| MOAT INTELLIGENCE
THE STANDARD: If you cannot out-build the category leader, become the layer they do not want to own — and make the acquisition of your layer the cheapest way for a platform to get it.
RULE 1 — Position on the VERB the incumbent does not perform.
Category leaders in conversation intelligence recorded, transcribed and analysed. Momentum's claim was execution: turn the conversation into CRM updates and workflow actions automatically. Analytics tells you what happened; orchestration makes something happen.
RULE 2 — A data moat only compounds if the data is CUSTOMER-SPECIFIC.
Generic transcription is commoditised. A model tuned to one company's sales methodology, stages, exit criteria and vocabulary improves with that customer's usage and does not transfer to a competitor.
RULE 3 — DEEP INTEGRATION IS BOTH THE MOAT AND THE MORTALITY RISK. Being the connective layer between two dominant systems creates habitual daily usage and total dependence on those two systems' roadmaps. This is the defining trade of the integration-layer business.
RULE 4 — For an integration-layer company, the honest endgame is usually acquisition by one of the systems you connect. That is not failure; it is the model working. Build so that the acquirer's build-versus-buy calculation favours buying.
RULE 5 — THE REAL MOAT TEST FOR THIS MODEL: does a platform vendor need to BUY you, or can they SHIP you? Momentum's answer arrived definitively.
EVIDENCE:
- $13M Series A (July 2024) led by FirstMark Capital with Stage 2 Capital; seed investors Basis Set Ventures and Leadout Capital participating.
- Reported 400% growth in the preceding year; customers including Zscaler, Ramp, 1Password, Postman, Alation, Demandbase, Owner.com.
- Salesforce signed a definitive agreement to acquire Momentum (announced Feb 2026) and completed the acquisition on 2 March 2026, folding its universal ingestion engine into Agentforce 360 and Slackbot.
- The moat lasted exactly as long as it needed to: roughly 19 months from Series A to acquisition by the platform it was built on.
Why this company remains defensible
ARR & TAKEAWAY
ARR Journey - what to do at each stage
PRE-$1M ARR — PICK THE TWO SYSTEMS, THEN BUILD NOTHING ELSE
Name two systems your buyer opens every day and find the handoff a human performs between them. Build only that. Every screen you add past it is a new habit you are asking someone to learn.
Ship with no new destination app. Write output into the system of record and surface it where the team already talks.
Time entry to a capability shift, not to a market gap. (Budgets tightened in 2022, AI was built into the product just before the ChatGPT moment, and roughly 400% growth followed in the subsequent year.)
REFUSE: any feature that requires the buyer to log in somewhere new.
$1–5M ARR — PRICE ON WORK COMPLETED, NOT ON PEOPLE
Never price an efficiency product per seat. Your revenue must grow when the product succeeds; seats shrink when it succeeds, and every customer layoff becomes a silent downgrade. Momentum flagged this contradiction itself.
Choose the unit now: meetings processed, records updated, workflows completed, outcomes achieved. Changing it later is a repricing event.
Sell to the operator who feels the admin burden, not the executive who approves budgets. Technically sophisticated operators pilot without procurement.
WATCH: admin hours returned per user per week, measured inside the customer's own system. Renewal in this category is tied to a number you can show them, not to sentiment.
$5–10M ARR — COIN THE CATEGORY THAT REFRAMES THE CRITERIA
Do not compete on the incumbent's axis. Name an adjacent category where you are the only answer, and publish against the whole field including competitors you lose to. ("AI Revenue Orchestration" moved the question from whose transcripts are better to what happens after the call.)
Consume competitors' output rather than displacing it. Ingesting from the recording tools your buyer already owns is a far faster entry than replacing them. (Ingestion from Gong, Clari, Zoom and Google Meet.)
Target companies with an identical tech stack, so one integration build serves the whole segment.
REFUSE: feature-comparison marketing. One memorable claim outperforms a comparison grid when you are the smaller company.
$10–50M ARR — BUILD THE ASSET A PLATFORM CANNOT BUILD POLITELY
Invest in the neutral connectivity layer across a fragmented ecosystem. Platform vendors cannot integrate deeply with their own competitors, which is exactly why they buy the company that did. (Salesforce named the universal ingestion engine when explaining the acquisition.)
Tune the model to each customer's methodology, stages, exit criteria and vocabulary. Customer-specific data is defensible against copycats; generic corpora are not.
Raise to the size of the outcome available. (A $13M Series A led by FirstMark with Stage 2 Capital, July 2024, with Basis Set and Leadout participating — a rational shape for this model.)
DECIDE: honestly, whether you are building toward independence or acquisition. Founders who will not say it out loud make worse pricing, hiring and capital decisions.
$50–100M ARR — LIKELY RESOLVED BEFORE YOU ARRIVE
Assume the platform's roadmap gap, not your growth rate, sets your timing. Consolidation in AI-era GTM categories now runs in quarters. (Clari merged with Salesloft in 2025; Salesforce acquired Qualified in Dec 2025 for top-of-funnel and Momentum in Mar 2026 for mid-funnel.)
Keep customer concentration in one persona visible in every board pack. RevOps budgets are among the first cut and the most scrutinised for redundancy with tools already owned.
If you are still independent here, the third-line-item problem is your ceiling: sitting on top of a CRM licence and a conversation-intelligence licence caps price and makes you the easiest cancellation in the stack. Fix it by owning a system of record or accept the ceiling.
$100M+ ARR — NOT REACHED, AND THAT IS THE MODEL WORKING
State it plainly: Momentum did not reach this band as an independent company. Salesforce signed in February 2026 and completed the acquisition on 2 March 2026 — roughly 19 months from Series A — folding the ingestion engine into Agentforce 360 and Slackbot.
Read the outcome correctly. For an integration-layer business, acquisition by one of the platforms you connect is the modal result and often an excellent one; the mistake is raising, hiring and pricing as though you were building a standalone platform and then arriving here with a mis-sized company and a disappointed cap table.
If you intend to pass this band independently, you must own records rather than move them. That is a different company, decided at seed, not at Series C.
COPY PLAYBOOK : What Worked → What Failed → What to Replicate → What to Avoid
HOW TO COPY — THE SEQUENCE:
1. Find two systems your target buyer lives in daily where the handoff between them is manual.
2. Build the layer between them with NO new interface to learn.
3. Coin an adjacent category name that reframes the buying criteria toward your differentiator.
4. Publish content about the whole category, not about your brand.
5. Target companies with an identical, homogeneous tech stack.
6. Sell to the operator who feels the admin burden, not the executive.
7. Price on actions and outcomes, NOT on seats.
8. Build the ingestion or connectivity asset the platform is structurally awkward about building itself.
9. Run the clock deliberately — plan for a 2-4 year strategic outcome.
WHAT WORKED:
- Refusing to compete on the incumbent's axis. Coining "AI Revenue Orchestration" avoided a head-on feature and price war with the analytics leaders.
- Consuming competitors' output (ingesting from Gong, Clari, Zoom, Meet) instead of displacing it — a far faster entry.
- Zero-new-habit adoption: data written into Salesforce, surfaced in Slack, no new destination app.
- Timing entry to the LLM capability shift rather than to a market gap; 400% growth in the year that followed.
- Building a universal ingestion engine — precisely the asset that made the buy-versus-build calculation favour buying, and the thing Salesforce named when explaining the acquisition.
WHAT DID NOT WORK / THE CAUTIONS:
1. SEAT-BASED PRICING IN AN EFFICIENCY CATEGORY. Momentum flagged this itself: per-seat revenue scales with headcount while the product reduces the need for headcount. Design the pricing unit around work completed from the start.
2. TOTAL DEPENDENCE ON TWO PLATFORMS' ROADMAPS. The moat and the mortality risk were the same fact.
3. BEING THE THIRD LINE ITEM. Sitting on top of a CRM licence and a conversation-intelligence licence caps price and makes you the easiest cancellation in the stack.
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