• •Solvimon identifies 'pricing velocity'—the ability to iterate on pricing models—as a core operational function rather than a one-time product task
• •The analysis suggests that organizational silos between sales, product, and finance prevent firms from experimenting with monetization effectively
• •The article leaves unresolved how companies should structure a 'pricing owner' role within existing hierarchies where product and sales KPIs often conflict

Solvimon suggests that companies often fail to optimize monetization because pricing remains a shared responsibility without clear accountability. While traditional models treat pricing as an occasional project, this perspective emphasizes that continuous testing is required for modern SaaS growth. However, most startups lack a defined internal owner, leading to friction between finance teams focused on revenue and product teams focused on user adoption. Whether this proposed operational change provides a measurable increase in NRR depends on if firms can reconcile these competing incentives.