Always-On Entitlements, Quiz-Based Pricing: How Linktree and Mosh Run Pricing as a Product

At Beelieve Sydney, Chargebee VP of Solution Consulting Shakti Bharath asked the room for a show of hands during her panel: how many people had changed pricing more than twice this year? More than three times? More than five? She then asked Linktree Engineering Manager Darcy Price and Mosh Chief Product Officer James Taylor what is driving that pace of change.

Linktree runs big price experiments about twice a year and runs smaller entitlement experiments constantly, with feature teams working inside guardrails. Mosh uses data from a long intake quiz to shape its pricing at the start of a customer’s journey and after. Darcy and James explained how two very different subscription businesses run pricing experiments, why ownership of those decisions has moved out of finance and closer to the teams shipping the product, and where AI has helped versus where it just produced faster ways to be wrong.

Two Businesses, Two Very Different Starting Points

Linktree runs a freemium model built around a core “link in bio” product that stays free, with paid tiers layered on for creator features like post scheduling and email marketing. Darcy said Linktree is also looking at usage-based pricing because token credits are expensive for that type of product, and that much of its monetization work is in entitlements, “experimenting there to find an optimal tiering strategy.”

Mosh works from a different cost structure. As a subscription-based online healthcare business rather than a SaaS product like Linktree, it carries unit costs for doctors, shipping, and medication, on top of the cost of acquiring customers. James also described an intake quiz that patients complete, which gives Mosh a lot of data.

“And with that long quiz, we get a lot of data. And I think that allows us to be a little bit smarter with our pricing upfront for customers at the beginning of their journey and then later on,” James said.

James said Mosh starts from break-even on unit costs, then asks what customers will pay given what else they can buy. His example: if weight-loss medication costs around 250 dollars at a pharmacy, will a customer pay 400 dollars a month for Mosh’s service? Customers early in their journey who have used medication before don’t want to pay as much, he said, since they may have the pharmacy as a proxy. “Having one price for everybody upfront is not smart.”

Two Experiment Rhythms

Linktree runs big price experiments about twice a year, while entitlement and tiering experiments run more constantly, with a lot of autonomy for the teams. Its experimentation platform uses automatic cohorting, bringing cohorts up and shutting them down when they underperform, with little hands-on effort. Darcy said pricing itself is probably not a place he would use that approach, but entitlements are.

James said Mosh changes its pricing by talking to customers and looking at the data. Customers new to medication and those who have used it before will pay different amounts, and people further into their journey want to maximize results. Mosh recently launched a longevity program that includes a biomarker scan. “People are more interested in paying for that sort of stuff later on,” James said.

Pricing Is Moving Out of Finance, With CFO Oversight

Darcy said pricing at Linktree has typically sat in the office of the CFO and is moving toward the CPO and CTO, where finance once built strategy from about 55 spreadsheets. Linktree now wants to push decisions “closer to the feature teams,” with guardrails such as the number of users an experiment touches and its revenue impact.

James said pricing decisions traditionally sat with finance at the larger businesses he worked in and increasingly sit with product and marketing. He said AI tools like Claude Code have made it easier for product teams to pick up finance skills. His teams make pricing decisions on their own and send them to the CFO for feedback, and he put their work at roughly 95% of the way there before a little oversight from “the adult in the room, CFO.” “It’s not because finance can’t do it, it’s because finance is focused on other things,” he said.

Data First, Guardrails Second

Asked what to get right first, Darcy pointed to data and James added guardrails. Darcy said that without reliable data, “there’s going to be a lot of friction back and forth and thrash.” That applies both to individual experiments and to correlating results across several experiments over time.

James described a different gap. When Mosh expanded into Malaysia, the team tested about 10 onboarding flows without a hypothesis for why people weren’t attending appointments. “AI is obviously not very good at telling you why the customers aren’t doing a job,” he said. The team started talking to people who had not yet become customers, and some said they had forgotten or assumed it cost nothing.

James’s guardrail advice was to decide up front what you want to protect. “It doesn’t mean that the issue goes away entirely,” he said, “but it does prevent catastrophic issues.”

Watch the full session Building for Millions: How Linktree and Mosh Embed Pricing Into Product, on demand.

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