>Most of our customers are on the Professional plan, which annoys the heck out of me, but it’s my fault. Since I was thinking personal services, where 100 appoi

>Most of our customers are on the Professional plan, which annoys the heck out of me, but it’s my fault. Since I was thinking personal services, where 100 appointments a month barely sustains a sole practitioner (it implies $3k to $8k gross revenue), I thought any sizable business would be forced to pay more meaningful amounts of money. It turns out that you can run a nice boutique law office with sales in the high seven figures or an architectural consultancy with millions in revenue on less than 100 appointments a month. Believe me, I know several examples. If you could go back in time how would you change the pricing model here? Would you remove the professional plan altogether? How could your pricing model differentiate between the small personal services with < 100 appointments/month and the law firms with < 100 appointments/month?