Pricing gets discussed like it is a one-time decision. Pick a number, put it on the website, revisit it in a year. In practice, pricing is one of the fastest levers a growth-stage company has, and most teams never touch it because it feels risky.
The lowest-risk place to start is not the price itself, it is the offer around the price. Before changing a number, test the packaging: a limited-time incentive, a different unit of measurement, an annual option next to the monthly one. Each of these changes buyer behavior without requiring a single new customer to understand a new number.
A specific pattern I have used repeatedly: pair a monthly price with an annual price that includes a real, time-boxed incentive, like a free month, rather than a vague percentage discount. A live countdown or a clear expiration date does more to move a fence-sitting buyer than another paragraph of feature copy.
The second highest-leverage test is talking to the customers who did not buy. Not the ones who churned, the ones who never converted. Their objections tell you more about your pricing than any A/B test, because they are the reason the test result looks the way it does.
Pricing is not a math problem, it is a communication problem wearing a math costume. Treat the number as a message, not a fact, and it becomes something you can iterate on instead of something you fear.