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Introducing ARR Milestones

When HALO grows,

you save.

A world-first in Enterprise SaaS that sounds too good to be true.

Current HALO ARR
£ 0 M

5% Discount

HALO will provide all customers on standard pricing a 5% discount...

Per Milestone.

Halo is privately owned and product-led. This means your license prices don’t need to cover shareholder payouts, bloated marketing budgets or operational inefficiencies. The result? A business model that lets us offer superior service at a fraction of the price – and, as we scale, share those profits with you through clear, public milestones and discounts.

This means that all customers on standard list pricing will not only receive 5% off compounded at each ARR Milestone, but also be exempt to any increases due to inflation.

This is not a stunt, it’s our long-term goal designed around fairness and performance, ensuring that you always demand more from your enteprise service management solution. See how HALO continues growing rapidly each year while reducing license fees at the same time.

£100M

5% Discount

£250M

5% Discount

£500M

5% Discount

£750M

5% Discount

£1BN

5% Discount

WHY WE DO IT

Rising SaaS costs
Falling standards
Tactical pricing incentives
High total cost of ownership
Slow time-to-value
Misaligned partner economics
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WHY WE DO IT

Rising, unpredictable SaaS costs

Customers are faced with a high percentage increase on their license costs periodically to receive the same poor service year-on-year which completely erodes budget and trust in vendors. It’s become the new norm, 

HALO exists to prove that better efficiency is possible at a fraction of the cost, giving customers predictable, shared savings. Our long-term approach allows us to approach pricing in a completely non-conventional way.

Falling standards under pressure to cut costs

Vendors gradually shave from service and feature quality or even cutting performance to squeeze targets that are worth investing into. In a world where businesses spend $1 in every $8 to keep their SaaS demands running, you would expect a reliability and trust.

HALO’s private ownership gives it the agility to focus on quality without having to protect margins. Our waiting list is an example of how we choose to sacrifice business income instead of providing a service that is not up to standard.

Tactical and deceptive pricing, irrational incentives

Industry pricing is opaque and tactical. The question has become “how much can we squeeze from each customer we sign?” instead of “how much is our product worth?”.

HALO charges based on the value we deliver. With the introduction of ARR Milestones, we get to give back as we grow to show the value you deliver.

High total cost of ownership (TCO)

Beyond license fees, customers pay for long implementations, heavy maintenance and ongoing developer overhead. That total cost is often far higher than the headline price.

HALO’s cost to deliver your service is made up of hosting and salaries. With an all-inclusive licensing model, there are no added costs. We add a margin to keep us growing, and that is all you’ll ever have to pay us.

Slow time-to-value & project friction

Legacy platforms take longer to implement and require expensive specialist work. Slow implementations delay benefit and increase labour costs.

HALO is built on the latest technology and designed to be low-to-no-code, which means we measure in weeks, not months or years – and you will never need dedicated developers.

Misaligned partner economics & accountability

Partner networks are key for service providers to maintain their work volume – with low margins and little control, they are less invested in outcomes and focus more quantity over quality.

HALO is increasingly partner-led, margins are one of the highest and all incentives are aligned to deliver the outcomes that customers expect.

HOW WE MAKE IT POSSIBLE

Privately owned. Long-term thinking.

We don’t answer to quarterly markets or distant shareholders. We think in decades, not quarters. That freedom lets us choose steady, fair economics over short-term profit maximisation and pass real benefits back to customers.

Product-led economics.

Halo is built around the product, not an expensive sales machine. Less than ~5% of revenue goes to sales & marketing versus 40-60% industry norms. That fundamental difference changes the price customers pay.

Engineering efficiency & scale.

We optimise engineering for throughput, not headcount. Our approach means doubling customers doesn’t double cost. Engineering cost per customer falls as we scale. That efficiency lets us lower price without cutting quality.

Strategic infrastructure partnership.

Our deep engineering work with AWS has delivered real savings and better performance. Not theoretical cuts, but measurable infrastructure efficiencies we can share with customers.

Lean operations & location strategy.

We run a pragmatic, cost-aware business: no Silicon-Valley rents, no business-class travel, and a deliberate choice to hire where it makes sense. Avoiding Tier-1 overheads reduces costs significantly, and those savings go to you.

Fairness, standards and alignment.

We keep standards high, even during demand spikes – and share value with partners. All-inclusive pricing (AI included) and the highest partner revenue share in the market means fewer surprises and better outcomes for you.

WHAT THIS MEANS FOR YOU

Clear savings

A visible, published discount ladder: we apply reductions as Halo reaches company milestones. You see the numbers, the dates and the benefit — real savings, clearly delivered.

Predictable pricing

Discounts apply prospectively to the next renewal or a new agreement – no retro tricks.

Partners who care

Our partner programme shares more of the outcome, not just commission. When partners earn properly, they’re invested in your success, and deliver better results.

Standards & performance

We won’t trade standards for growth. When demand spikes we protect quality (we’ll use waiting lists, not shortcuts) so the platform stays dependable.

Pent-up demand

As the market sees the value, we expect waiting lists – short term friction, long term benefit. Over time the market will settle, while we keep our pricing public and fair for everyone.

Our promise

We will do whatever it takes to reach the point where customers recommend HALO to friends. Long-term fairness, performance and partnership shapes every decision.

No other vendor can do this. What's the catch?

There is no catch. Enterprise vendors have been so deceptive to customers that this feels almost impossible.

Because of Halo’s private ownership and business structure, no other vendor can do this. Halo can provide the same service at a fraction of the price because you aren’t paying our shareholders, exorbitant marketing costs, business-class flights and Silicon Valley rents. You pay for the hosting costs, our salaries and the margin to keep us growing, which we are now sharing with you 5% at a time in pursuit of making a difference in the industry.

Cheap licenses do not mean bad software – it means a reliable software provider that you can trust for the long term.

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