Published July 11, 2026 · Hoopi team
Seats price access. Access is not the scarce thing.
A per-seat model asks you to predict who will need the software and to pay for their option to open it. For a design tool or a CRM, that is a fair proxy for value — the person who has it open all day gets more from it than the person who does not.
For an AI teammate, the proxy breaks. The person who delegates two large jobs a month may create far more value than the one who asks it forty quick questions, and both of them cost you the same seat.
The perverse incentive
Worse, seats create a reason not to invite people. The ops coordinator who would delegate the single most tedious recurring job in the company is exactly the person a seat-conscious admin leaves off the licence.
That is backwards. The whole thesis is that recurring assembly work should move off people's desks, and the way to find that work is to let everyone who does it try.
What we charge for instead
Credits, consumed by work. Everyone in the workspace can use it; the bill moves when you hand over more. Costs are visible per request, unused credits roll over, and admins can cap spend per team.
It is not a perfect model — usage-based pricing asks more of the buyer in forecasting than a seat count does. But it is honest about where the cost actually sits, and it does not ask you to ration the thing you are trying to encourage.
Want to try this on your own worst task?