"Stop gating value. Start gating complexity." In proprietary SaaS, packaging is an exercise in artificial scarcity. You arbitrarily decide that the "Basic" plan gets 5 dashboards and the "Pro" plan gets 10. You build walls around your own software to force users to upgrade. In Commercial Open Source, this logic is fatal. If you gate the core value of the product, the developer will simply fork your code, remove the gate, and release it for free. Or worse, they will ignore you and use a competitor who understands the model better. core value COSS packaging is not about withholding value; it is about monetizing complexity, scale, and risk. The most dangerous decision a COSS founder makes is drawing the line between what is Free (The Commons) and what is Paid (The Commercial). Draw it too restrictively, and you starve the flywheel of adoption. Draw it too loosely, and you create a "Unicorn Charity"—loved by millions, paid by none. This chapter defines the laws of COSS packaging: The Buyer vs. User Rule, the Core/Cloud/Enterprise architecture, and the Engineering Arbitrage pricing model. The Philosophy of Gating: The "Buyer vs. User" Rule In traditional sales, the User and the Buyer are often the same person (or close to it). In COSS, they are distinct species with opposing motivations. The User (The Developer): Wants autonomy, speed, and zero friction. They hate talking to sales. They have no budget authority, but they have absolute Veto Power. If they can't get "Hello World" running on their laptop in 5 minutes for free, they will kill the deal before it starts. The Buyer (The Manager/Exec): Wants control, security, and compliance. They have a budget. They are terrified of "Shadow IT," unpatched vulnerabilities, and regulatory fines. The User (The Developer): Wants autonomy, speed, and zero friction. They hate talking to sales. They have no budget authority, but they have absolute Veto Power. If they can't get "Hello World" running on their laptop in 5 minutes for free, they will kill the deal before it starts. The Buyer (The Manager/Exec): Wants control, security, and compliance. They have a budget. They are terrified of "Shadow IT," unpatched vulnerabilities, and regulatory fines. The Golden Heuristic: Never charge for a feature that solves the Developer's problem. Aggressively charge for features that solve the Organization's problem. Developer's Organization's The "Free" Bucket (Developer Velocity) These features must be open source (Apache 2.0 / MIT) to ensure ubiquity. Core Runtime: The engine must run without limits. Do not cap "CPU cores" or "Transactions" in the code itself (unless it's a managed cloud service). Local Development: CLI tools, Docker containers, local testing harnesses. Standard APIs: If you gate the API, you break the ecosystem. Basic Security: Encryption in transit (TLS) and basic auth. (Withholding basic security is unethical and bad PR). Core Runtime: The engine must run without limits. Do not cap "CPU cores" or "Transactions" in the code itself (unless it's a managed cloud service). Local Development: CLI tools, Docker containers, local testing harnesses. Standard APIs: If you gate the API, you break the ecosystem. Basic Security: Encryption in transit (TLS) and basic auth. (Withholding basic security is unethical and bad PR). Why: You need the developer to become addicted to the workflow. You need them to build your software into their critical path. You are not monetizing the code; you are monetizing the dependence on the code. Why: dependence The "Paid" Bucket (Organizational Governance) These features belong in the proprietary or source-available layer (Enterprise). They address problems that only emerge at scale. Identity & Access Management (IAM): SSO (Okta/SAML), LDAP, RBAC (Role-Based Access Control). The developer shares a password; the enterprise needs audit trails. Governance & Compliance: Audit logs, data residency controls, HIPAA/SOC2 compliance reports, long-term retention policies. Scale & Reliability: Multi-region replication, automated failover, High Availability (HA) orchestration, disaster recovery tools. Observability at Scale: Advanced metrics integration (Datadog/Splunk pipelines), fleet management. Identity & Access Management (IAM): SSO (Okta/SAML), LDAP, RBAC (Role-Based Access Control). The developer shares a password; the enterprise needs audit trails. The developer shares a password; the enterprise needs audit trails. Governance & Compliance: Audit logs, data residency controls, HIPAA/SOC2 compliance reports, long-term retention policies. Scale & Reliability: Multi-region replication, automated failover, High Availability (HA) orchestration, disaster recovery tools. Observability at Scale: Advanced metrics integration (Datadog/Splunk pipelines), fleet management. Why: The individual developer does not care about SSO; the CISO (Chief Information Security Officer) does. The developer doesn't care about multi-region replication until the site goes down; the CTO cares immediately. You are selling to the CISO, not the hacker. Why: The Packaging Architecture: Core, Cloud, Enterprise Stop thinking in terms of "Bronze, Silver, Gold." The COSS market has converged on a tripartite structure. You likely need all three to build a Unicorn. 1. The Open Core (Distribution) Product: The raw binary or source code. Price: $0. Delivery: npm, docker, git. Role: Top-of-Funnel Marketing. It creates the "Dark Matter" user base. It establishes the standard. The Trap: Do not make this "Crippleware." It must be fully functional for a single team or a mid-sized workload. If it feels broken by design, users will revolt. Product: The raw binary or source code. Price: $0. Delivery: npm, docker, git. Role: Top-of-Funnel Marketing. It creates the "Dark Matter" user base. It establishes the standard. The Trap: Do not make this "Crippleware." It must be fully functional for a single team or a mid-sized workload. If it feels broken by design, users will revolt. 2. The Cloud Service (Convenience) Product: The Open Core, managed by you, on your infrastructure. Price: Consumption-based (per hour, per GB). Delivery: SaaS (Login). Role: Monetizing the Mid-Market and SMBs. The Value Prop: "We run it better than you can." You are selling Operations as a Service. Target: Startups and scale-ups who would rather pay AWS bills than hire DevOps engineers. Product: The Open Core, managed by you, on your infrastructure. Price: Consumption-based (per hour, per GB). Delivery: SaaS (Login). Role: Monetizing the Mid-Market and SMBs. The Value Prop: "We run it better than you can." You are selling Operations as a Service. Target: Startups and scale-ups who would rather pay AWS bills than hire DevOps engineers. 3. The Enterprise Self-Hosted (Control) Product: The Open Core + The "Enterprise Moat" features (proprietary binaries). Price: Annual License (Per Node/Core). Delivery: Replicated containers (k8s helm charts) running in the customer's VPC (Virtual Private Cloud). Role: The Revenue Engine. This is where the $1M ACV deals live. The Value Prop: "You get the control of on-prem with the power of our proprietary features." Target: Banks, Healthcare, Government, and massive Tech companies who cannot let data leave their perimeter. Product: The Open Core + The "Enterprise Moat" features (proprietary binaries). Price: Annual License (Per Node/Core). Delivery: Replicated containers (k8s helm charts) running in the customer's VPC (Virtual Private Cloud). customer's Role: The Revenue Engine. This is where the $1M ACV deals live. The Value Prop: "You get the control of on-prem with the power of our proprietary features." Target: Banks, Healthcare, Government, and massive Tech companies who cannot let data leave their perimeter. Strategic Note: Many COSS companies try to skip #3 and go straight to "Cloud Only" (e.g., MongoDB Atlas). This is a valid strategy, but it leaves money on the table in highly regulated industries. The most resilient COSS companies (HashiCorp, GitLab) dominate because they offer a self-hosted Enterprise version that meets the customer where they are. where they are Pricing the "Alternative" (Engineering Arbitrage) In SaaS, you price against competitors. "Salesforce is $150/seat, so we will be $100/seat." In COSS, your biggest competitor is not another vendor. It is DIY (Do It Yourself). It is the potential customer's own engineering team saying, "We can just host the open source version ourselves for free." If you price against "Free," you lose. You must price against "The Cost of Free." The TCO Calculation Pitch Free software is free like a "free puppy." It requires feeding, walking, and vet bills. The Math of Self-Hosting: Infrastructure Cost: The raw AWS/Azure bill. (Let's say $20k/year). The "SRE Tax": To run a database or infrastructure tool in production with 99.99% uptime, you need human maintenance. Patching, upgrades, backups, scaling, debugging. The Formula: A decent Site Reliability Engineer (SRE) costs $200k/year (fully loaded). If managing your tool takes 25% of their time, that is $50k/year in hidden OpEx. Infrastructure Cost: The raw AWS/Azure bill. (Let's say $20k/year). The "SRE Tax": To run a database or infrastructure tool in production with 99.99% uptime, you need human maintenance. Patching, upgrades, backups, scaling, debugging. The Formula: A decent Site Reliability Engineer (SRE) costs $200k/year (fully loaded). If managing your tool takes 25% of their time, that is $50k/year in hidden OpEx. Your Pricing Strategy: Your Enterprise License is not a cost; it is Engineering Arbitrage. The Pitch: "Mr. CIO, you are currently spending $50k/year of your best engineer's time just to keep the lights on for our free version. And when it breaks at 3 AM, they have to fix it. Our Cloud/Enterprise license is $40k/year. We handle the upgrades, the security patches, and the SLAs. We are selling you cheap engineering time so your team can go back to shipping features." The Pitch: "Mr. CIO, you are currently spending $50k/year of your best engineer's time just to keep the lights on for our free version. And when it breaks at 3 AM, they have to fix it. Our Cloud/Enterprise license is $40k/year. We handle the upgrades, the security patches, and the SLAs. We are selling you cheap engineering time so your team can go back to shipping features." The Pitch: they The "Bus Factor" Premium: For Enterprise buyers, you are also selling Insurance. The Pitch: "Right now, Dave is the only person who knows how your fork of our project works. If Dave leaves, you have a critical risk. Buying a license transfers that risk to us." The Pitch: "Right now, Dave is the only person who knows how your fork of our project works. If Dave leaves, you have a critical risk. Buying a license transfers that risk to us." The Pitch: The "Rug Pull" Warning: Navigating License Changes The cardinal sin of COSS packaging is the "Rug Pull"—moving a feature from the Free tier to the Paid tier after the community has become dependent on it. Example: A company puts SSO in the free tier to get growth, then moves it to Enterprise in v2.0. The Result: The community forks the project immediately. Trust evaporates. You are labeled a "Bait and Switch" shop. Example: A company puts SSO in the free tier to get growth, then moves it to Enterprise in v2.0. Example: The Result: The community forks the project immediately. Trust evaporates. You are labeled a "Bait and Switch" shop. The Result: The Law of Commoditization: In software, value flows downstream. Features that are "Enterprise" today (like HTTPS or basic clustering) eventually become "Table Stakes" tomorrow. The Direction: You can only move features from Paid to Free. You can never move from Free to Paid. The Strategy: Every 2-3 years, you should take your oldest, most commoditized Enterprise features and push them down into the Open Core. This crushes proprietary competitors (who can't match "free") and keeps the open source project fresh and competitive against new entrants. The Direction: You can only move features from Paid to Free. You can never move from Free to Paid. The Strategy: Every 2-3 years, you should take your oldest, most commoditized Enterprise features and push them down into the Open Core. This crushes proprietary competitors (who can't match "free") and keeps the open source project fresh and competitive against new entrants. What if I made a mistake? If you accidentally put a high-value feature (like SSO) in the free tier and it is killing your business, you have two bad options. The "Legacy" Freeze: Keep it free in the old version, but make the new, better version (SSO v2 with OIDC) paid. The "Hard Pivot": Communicate the existential threat. "We cannot sustain the business. We are changing the license for v2.0." (See Chapter 2: Strategic Licensing). This requires immense political capital. Avoid this at all costs by designing your packaging correctly on Day 1. The "Legacy" Freeze: Keep it free in the old version, but make the new, better version (SSO v2 with OIDC) paid. new, better The "Hard Pivot": Communicate the existential threat. "We cannot sustain the business. We are changing the license for v2.0." (See Chapter 2: Strategic Licensing). This requires immense political capital. Avoid this at all costs by designing your packaging correctly on Day 1. Chapter 2: Strategic Licensing Operationalizing the Pricing Page Your pricing page is your most important sales collateral. In COSS, it must serve two masters: the Dev and the Buyer. 1. The "Community" Column (Free) Call to Action: "Download Now" or "Get Started." Messaging: "Forever free. Full featured for developers. No credit card." Goal: Maximum friction-free adoption. Call to Action: "Download Now" or "Get Started." Messaging: "Forever free. Full featured for developers. No credit card." Goal: Maximum friction-free adoption. 2. The "Pro / Cloud" Column (Self-Service) Call to Action: "Start Free Trial." Messaging: "For teams and startups. Managed hosting. Pay as you go." Goal: Capture the credit card. This is your "Lead Gen" for Enterprise. Call to Action: "Start Free Trial." Messaging: "For teams and startups. Managed hosting. Pay as you go." Goal: Capture the credit card. This is your "Lead Gen" for Enterprise. 3. The "Enterprise" Column (Sales-Led) Call to Action: "Contact Us" or "Book Architecture Review." Messaging: "For mission-critical scale. Advanced security, compliance, and SLAs." Goal: Trigger the sales motion. Do not put a price here. The price is based on value (workloads), not a flat fee. Call to Action: "Contact Us" or "Book Architecture Review." Messaging: "For mission-critical scale. Advanced security, compliance, and SLAs." Goal: Trigger the sales motion. Do not put a price here. The price is based on value (workloads), not a flat fee. The "Contact Us" Gate: Do not hide the price for the Pro tier. Developers hate that. But always hide the price for Enterprise. Enterprise deals are complex negotiations involving liability, support terms, and volume discounts. If you put "$500/node" on the website, the developer will do the math, assume it's too expensive, and never talk to you. You need the sales conversation to explain the Engineering Arbitrage value prop. always Summary Checklist Before you launch your pricing model, audit it against these questions: The Developer Test: Can a developer build a complete POC (Proof of Concept) on the free tier without talking to a human? (If no, you will lose to a competitor who can). The CISO Test: Does the Enterprise tier contain the specific "boring" features (SSO, Audit, Compliance) that force a budget unlock? The Arbitrage Test: Is your pricing defensible against the cost of a single engineer managing the open source version? The Directionality Test: Are you prepared to eventually open-source your current Enterprise features as they become commoditized? The Developer Test: Can a developer build a complete POC (Proof of Concept) on the free tier without talking to a human? (If no, you will lose to a competitor who can). The CISO Test: Does the Enterprise tier contain the specific "boring" features (SSO, Audit, Compliance) that force a budget unlock? The Arbitrage Test: Is your pricing defensible against the cost of a single engineer managing the open source version? The Directionality Test: Are you prepared to eventually open-source your current Enterprise features as they become commoditized? Strategic Directive: Your product is not the code. Your product is the reliability, security, and governance of the code. The code is just the marketing brochure. Package accordingly.
