The point the article makes to me (as a leader) is “keep the billing model simple, honest and stick with it”. The cost of change is high, and the value isn’t to the people getting the work done. My peers would likely see this as “naive” and extoll the need to “sell to the buyer”. I see it as being value focused, and keeping the “business needs” rational, and in line.
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When you don't understand the complexity of billing (revenue ops, top management or marketing), you often end up adding more and more complexity, and engineering teams have no choice. They have to build new billing features