Kajabi's Biggest Launch: Pricing, Packaging, and 10 Features at Once

Kajabi · Head of Product Marketing

Challenge: Kajabi hadn't increased prices since 2015, and the existing plans no longer reflected the way customers grew on the platform. We introduced new plans and pricing alongside 10 significant feature announcements. A clear value message, but also a lot of things to say at once.

Result: Churn below expected targets, zero misfires on customer comms, 9 of 10 features shipped to GA on launch day, and record virtual summit attendance.

Kajabi Evolved: Built for a better experience

Background

Kajabi is an all-in-one platform for experts who sell courses, coaching, community, and digital products. By 2025, the platform had expanded well beyond its original course-building roots into coaching, community, podcasts, newsletters, downloads, and payments. But the pricing hadn’t kept up. Plans hadn’t changed since 2015, and the packaging didn’t reflect what the platform had become.

The company decided to do something ambitious: raise prices for the first time in a decade, restructure all four plan tiers, and launch 10 major feature improvements on the same day. A virtual summit would be the launch vehicle, followed by a phased rollout of webinars, in-app messaging, and personalised migration comms for existing customers.

I owned the messaging, positioning, and execution across the full launch, including the pricing changes and all 10 concurrent feature launches.

The Problem

Raising prices on a loyal customer base is one of the hardest things a SaaS company can do. Do it badly and you lose trust, churn customers, and become a cautionary tale. Teachable had done exactly that in 2023: a 50% price hike with 30 days notice, feature caps, and minimal communication. The backlash was severe.

Kajabi’s situation had its own complexity. The platform had grown from courses into six product types, but many customers still thought of it as “just a course platform.” They were paying 2015 prices for a 2025 platform and didn’t fully realise it. At the same time, experts were spending significant money on third-party tools (ThriveCart, ManyChat, Zapier, Acuity) for things Kajabi either already did or was about to ship.

So the positioning challenge was layered. We needed to:

  1. Reframe what Kajabi actually is, not just what it used to be
  2. Justify a price increase by tying it to concrete, tangible value
  3. Launch 10 features in a way that felt coherent rather than overwhelming
  4. Give existing customers a clear, fair migration path
  5. Execute all of this without a single customer receiving the wrong communication about their specific plan changes

And we had to do it knowing that some customers would churn regardless. The goal wasn’t zero churn. It was making sure that every customer who stayed understood exactly what they were getting, and every customer who left did so with full information, not because we’d surprised them.

What I Did

Built the messaging architecture for the entire launch. Ten features launching simultaneously could easily feel like a feature dump. I organised the product announcements into four pillars that told a story about what the platform was becoming: Start With Connection (community, mobile), Earn More Your Way (checkout, affiliates, builder), Run Smarter Scale Faster (automations, analytics, universal inbox), and Coaching: All-In-One Working As One. Each pillar connected individual features to a business outcome, not just a product improvement.

Owned the pricing narrative. The core message was that we were tying a price increase to a better experience, not just charging more for the same thing. Every plan got more: higher product limits, community included by default, richer entitlements. The framing was deliberate. We led with what customers were gaining and addressed the price change directly. You can see how this came together in the public pricing update post.

Scripted and directed the virtual summit. I wrote the majority of the summit script: a 42-minute production that included a CEO keynote, product walkthroughs grouped by pillar, hero testimonials, and the pricing reveal. The structure was intentional. We opened with vision and the $10B GMV milestone to establish credibility, moved through features grouped by business value (not by product team), and saved pricing for the end so it landed in the context of everything customers were getting.

Ran game day execution across every function. Launch day meant coordinating product, engineering, CX, marketing, partnerships, and leadership across a live summit, transactional emails, in-app banners, pricing page updates, help center articles, and personalised plan migration comms. I owned the full execution experience.

Managed the customer communication engine. Every existing customer received a personalised email about what was changing on their specific plan, what they were gaining, and what their options were. Different plans had different migration incentives and different messaging. Not a single customer received the wrong email. For a customer base of this size, across four plan tiers with different entitlements, pricing structures, and payment provider implications, that’s the kind of operational detail that doesn’t make for exciting reading but makes or breaks the launch.

Partnered with CX to build the support infrastructure. Help center articles, support macros, pricing hub, CX training. With comms this complicated, the goal wasn’t just to prepare CX for inbound questions. It was to make the self-serve experience clear enough that most customers wouldn’t need to reach out in the first place. When customers have questions about money, the speed and quality of the answer matters more than almost anything else. But the best outcome is when the comms do their job well enough that the question never gets asked.

The Result

This pricing and packaging step change hit financial targets and put Kajabi in a stronger position to build for the future.

Key Takeaway

Price increases fail when companies treat them as a billing event. They succeed when the company does the work to make the increase feel like the least interesting part of the announcement. That was the entire philosophy here: lead with so much value that the price change becomes a footnote.

There were many more elements that went into this launch than I’ve covered here. If you’re interested in diving deeper, let’s connect.