Some will think it's the AI hype working it's way to finance departments, some think it's the credits fad ("AI-led growth"), butcredits are unpopular enough that they assume it'll pass.

Maybe it's just the Q3 planning that was early this year (AI made it much faster)… But none explain why July and August, which are historically pretty slow B2B months in Europe, were the busiest we've had at Solvimon. Pretty sure the same people took their vacations, but the rate in which companies are adapting pricing has definitely changed.

In the old world, when a SaaS company used to change pricing (say, once a year, if that) it'd go through sales, finance, revops, engineering, and often big pricing committees.

In the new world, Shar Dara, who ran billing at Vercel gave us all a number to aspire to: 5-6 pricing changes a month, new SKUs, add-ons, packaging tweaks, all shipping all the time. That's not a "Vercel-specific thing" that you can brush off. You can no longer have a pricing model built around a fixed annual price because the costs below it change all the time in ways you can't anticipate.

A new repricing cycle

1. Cost stopped being static

Legacy SaaS priced against a COGS line that barely moved quarter to quarter. Inference costs move constantly, by model, by request type, by provider contract.

A billing system that can't carry cost alongside price at the event level can't tell you your margin until finance reconciles it weeks later, by which point the damage is already on the books. Ouch.

2. Credits have created a trust crisis

Companies bolted seat-based licensing onto per-user credit pools, and the two don't share well.

Power users hit hard limits while casual users sit on credits they'll never touch, and the gap between what customers paid for and what they can actually use becomes something buyers start asking about out loud.

3. Finance got the mandate, but now it can deliver

For decades, finance teams ran on whatever ERP the company outgrew years ago and never replaced, because replacing it was never anyone's top priority. It hurts, it took years, and several companies failed during ERP replacements.

That third point is why we're formalizing deep integrations with Rillet, Campfire, and Light.

Billing is the event layer: every credit consumed, every seat added, every mid-cycle amendment. The ERP is the revenue recognition layer.

Those two layers have historically lived in different systems that don't talk to each other well, which is why so many finance teams still close books with a spreadsheet stitched between them.

Rillet, Campfire, and Light are the first generation of finance infrastructure actually built for a world where revenue isn't a flat monthly number, and connecting them directly to Solvimon means a pricing change doesn't need a manual reconciliation step to show up correctly in the books.

This fall, we're going around the world to talk about this!

On September 8-10, we're at the Rafay AI Infrastructure Leadership Summit in Barcelona, where the conversation keeps landing on the same point: compute cost structures and billing structures have to move together or neither one means anything.

Later this month we have a booth and a dinner at HumanX in Amsterdam on September 23rd 2026.

Then a booth at Bits & Pretzels in Munich on the 28th of September 2026.

In November, we're also doing Slush.

Each of these is slightly different, but at these events we address the same question: how do you price something whose cost changes faster than your billing system can track it.

Billing (and ERPs) seem to be the hot topic now that AI has changed how we can move faster.