Back when you were new and wanted the work. Your costs have moved since. Your skill has moved. Your prices mostly haven't.
Every other fix in this business costs money to make money. Charging correctly takes effect the next time someone books, and it costs you a conversation.
It's also the one almost nobody offers you.
Probably because it's the least comfortable. Most owners are quietly terrified of losing customers over price — and usually the fear is bigger than the risk. We'll show you the numbers before you change anything.
Your busiest service and your most profitable one are rarely the same.
Most discounting isn't a decision. It's a habit nobody ever ended.
One price is a yes-or-no question. Three options make it a which-one question.
The best revenue is the kind that arrives without anyone selling anything.
This is where most price rises fall apart. It's a communication problem, not a pricing one.
Not a strategy document that sits in a drawer. An actual list of what you charge, what's in each tier, what you're allowed to discount, and what to say when someone pushes back.
Some, maybe. Usually the ones who were costing you the most to serve. The real question isn't whether anyone leaves, it's whether what's left is worth more — and that's arithmetic we can do before you commit.
Then the work is packaging, not price. How you present what you charge, what you bundle, and what you add on. Being expensive isn't the problem — being expensive without a reason is.
Then we work on everything outside it — the cash-pay side, memberships, add-ons, and the mix of what you promote. There's almost always more flexibility than it first looks.
A few weeks to do the work properly. Then it's your call how fast you roll it out — all at once, or starting with new customers only.
The audit covers pricing alongside everything else. Free, and the numbers are yours.