Value-First Team — Relationship Record
Automated revenue management for hotels — pricing every room, every day, without a revenue manager on staff — roompricegenie.com
Open conversation · no engagement contractedRevenue management software for hotels. Their system reads demand and moves room rates automatically, so a property gets the pricing discipline of a dedicated revenue manager without having to employ one. Around 100 people, headquartered in Steinhausen, Switzerland.
Two distinct motions — independent hotels one property at a time, and groups, which they define as portfolios of 200 or more rooms across several properties. Groups almost never start with every property; they test with a handful first.
The product cannot price a room until it is connected to that hotel’s property management system. So the entire setup — integration, configuration, data collection — happens during the trial, before anyone has bought anything.
Co-delivered by Value-First Team and USS.
Elisa Haberkorn, their HubSpot Specialist, reaches out after following the Value-First work — and arrives having already written a fourteen-page assessment of their own systems and presented the Value Path to her CEO and CMO.
Discovery conversation. Their trial-before-purchase model reshapes the framework live, rather than the framework reshaping them.
A walkthrough built for RoomPriceGenie’s own hotel relationships is sent through, along with the architectural observations and an open invitation to Office Hours.
RoomPriceGenie came to the conversation with something most organisations cannot produce: a clear-eyed written account of their own gaps. Most teams describe symptoms. They described structures — five areas, named specifically, before anyone from outside had looked.
Underneath all five sat one situation. A portal that had grown for five years without governance was being rebuilt, on a deadline, by the same team that had lived inside the old one. There was no communication running across the customer lifecycle at all — nothing after a demo, nothing during a trial, nothing after a sale — and they were moving to annual renewals, which turns every silent year into a decision instead of a continuation. Attribution recorded only the last thing someone touched. A hotel group that owned four properties could submit four separate enquiries and arrive as four unconnected strangers. And the question of whether a customer’s lifecycle belonged to the property or to the person managing it was still open, which is the question every other answer depends on.
The real risk was not that the rebuild would fail. It was that it would succeed — and quietly encode the same complexity behind better labels.
They went into their rebuild with an outside architectural read they did not have before — and with the three decisions that everything downstream rested on already answered: where lifecycle lives, how a multi-property group holds together, and where a sale ends and an activation begins.
The more durable shift was smaller and harder to see. RoomPriceGenie had been trying to describe their business in a vocabulary that never quite fit it — Elisa’s own words were that the standard qualification model “has never felt right for our business.” It never fit because their customers genuinely do the work of getting value before they buy, which most frameworks assume is impossible. Naming that turned an awkward exception into the organising principle, and gave the pattern they had been working around a shape they could design toward.
RoomPriceGenie’s customers finish their entire onboarding before they ever buy, because the software cannot price a room until it is wired into the hotel’s own system — so we mapped the Value Path to run in their real order, and handed their team the architecture to take into a portal rebuild they were three weeks from launching.
Stage
Open
conversation, not contracted
Areas mapped
Five
named by them, before we looked
Value Path
Reordered
value created before purchase
Delivery
USS + VFT
first spoke Mar 2026