Three tiers don’t make you easier to hire, they make you easier to negotiate down.
August 29, 2025 · Gev Marotz · 2 min read
When you’re starting out, the temptation is to make yourself “easy to buy.” Three tiers. Bronze, silver, gold. A starter plan, a mid-tier, and the big package.
On paper, it looks smart. Clients get choice, you look flexible, and there’s a ladder they can climb as they see value.
In reality? It backfires.
Because what most clients do when they see three tiers isn’t think, “Which one’s right for me?” It’s: “How do I get the cheapest version of this person?”
That’s not what you want to optimize for.
The real problem: cost-savers vs. value-seekers
One fractional I know had this exact problem. Smart guy. Technical leader. Solid pipeline. But his “ladder” — a three-tier menu of offerings — was becoming a tool for clients to constantly negotiate him down.
Busy months? Clients would ask to downgrade.
Quiet months? Clients would ask for hourly.
Projects piling up? Clients would push for “the light version” to save cash.
He was drowning in scope questions instead of focusing on doing great work.
The shift: one anchor retainer + add-ons
Here’s the fix I suggested: kill the tiered menu.
Instead, anchor one clear monthly retainer that covers your core role. That’s the price of admission. It sets the tone: if you want me, this is the level we’re working at.
Then, if a client wants more, say you’re hands-on leading a build, or taking on a project that sits outside the base scope, you stack add-ons. Another monthly fee, clearly defined, layered on top of the retainer.
No tiers. No ladder to climb down. Just:
One retainer: your base role, always the same price.
Add-ons: project-based retainers stacked on top as needed.
Why it works
It simplifies the decision. Instead of clients squinting at three boxes and trying to game the system, they see one number.
It stops downgrades. There’s no “light” version to fall back on. Clients can’t wiggle out of the work by trying to nickel-and-dime you.
It protects your time. When projects pile up, you get paid more. When they slow down, you still have your anchor retainer.
One anchor + add-ons sets you up as a partner, not a menu item.
The takeaway
If you’re aiming to grow from $200K to $400K (or just want to stay sane at your current level), pricing is leverage. The wrong structure will bleed you with downgrades and scope creep.
The right one forces clarity: this is what I cost, this is what I deliver, and this is how extra projects stack on.
It’s simple, it’s scalable, and it keeps you out of the “pick-your-plan” trap.
Next time: I’ll dig into how to handle clients who still try to push for hourly or month-to-month flexibility, and how to turn that into leverage instead of a loss.
