As we mapped out the full customer journey, we uncovered several inefficiencies, particularly in how subscriptions were handled.

There was no defined process for charging customers, and most recurring billing was managed manually.

This meant clients were sometimes never billed, and the system was unsustainable for a small team.My Approach

Challenge

The sales process revealed major gaps: we sell through dealers, but software billing had to go directly to end users, yet we rarely had access to their billing details.

This made recurring payments unreliable.

Without a structured system, subscription management was fully manual, time-consuming, and prone to errors. Pricing needed to adapt to each facility’s sensor setup, but users had no way to manage their own plans. Sales lacked visibility into payment status, and long installation timelines made trial handling even more complex.

Solution

To address the operational gaps, I mapped the full subscription journey, both from the customer’s and internal team’s perspectives. The goal was to reduce manual work, ensure payment consistency, and give users control, all while enabling Sales to track subscription status at a glance.

• Defined the information Sales needed to stay updated and proactive.

• Implemented Chargebee to automate subscriptions, billing cycles, invoicing, and pricing tiers.

• Created a custom checkout flow: users are notified before billing, and if locked out, they’re prompted to complete payment directly from the login page.

• Designed an internal tool for managing subscriptions, giving our Sales team the power to assist customers quickly and efficiently.

The Process

As first I have mapped the current process and identified the problems we had - where the process wasn't functioning, where wasn't easy for Sales to work with, and the responsibility of everyone inside the company around this process.

Consequently I have created a new journey, an ideal one, in which customers would go through, and mapped the new responsibilities of the team members. From this mapping it was clear which tools we needed and how those should work for us.

We needed:

• An external tool to handle subscriptions, cancelation, billing info and invoicing - everything needed to be automatic and integrable with our ERP system.

• An internal platform to have an overview of our subscriptions, payments due, and customers.

• To train the sales people and to have a clear pricing model for subscriptions.

• Appoint a new person responsible for subscriptions.

The project now needed a task breakdown and project management work with the R&D team.

We constructed the new internal platform to handle subscriptions, with everything that Sales and Support needs to handle them correctly or make modifications.

We implemented the checkout process on our software and the pricing model on Chargebee, together with all the parameters needed for it to function basically autonomously and automatically.

We then implement the pricing strategy on our website and on our official marketing material around the software. Giving clear explanation of the different subscription models and the differences between them, together with their pricing.

Business Implications

By automating the subscription lifecycle, we unlocked predictable, scalable growth. The chart illustrates how streamlined billing and renewal processes translated into consistent increases in subscription volume and revenue over time.