Case Study Summary
A national nonprofit at the center of CPR and emergency response education engaged RML to address two very different monetization questions: a mature training product portfolio whose pricing hadn’t kept pace with the market, and a class-discovery platform that had never been monetized at all. The redesign was projected to deliver $360K to $920K in annual margin on the product side and $3.1M to $3.8M in net-new revenue from the platform.
Challenge
Core training products hadn’t been repriced in four years despite rising costs, while lower-content competitors sold at similar price points. Much of the portfolio’s recent growth had come through funded distribution sold at very different economics, with fewer than 1% of funded accounts ever converting to direct purchase. Meanwhile, the class-discovery platform created real value with no way to capture it: listings stayed free even as posting volume grew and a small number of operators increasingly dominated visibility.
Solution
RML rebuilt pricing around evidence of value instead of cost or convention, for both assets. For the training portfolio, this meant repricing the core personal kit, aligning funded-channel pricing with direct retail economics, restructuring volume discounts, and removing low-value cost from larger kit configurations. For the platform, RML designed a monetization model that protected lower-volume operators with a free posting threshold while pricing the high-frequency behavior driving platform clutter, with a phased roadmap toward more value-based pricing as capabilities mature.
Result
RML‘s recommendations were projected to deliver $360K to $920K in annual margin improvement across the training product portfolio and $3.1M to $3.8M in net-new annual revenue from the platform, an asset that had never generated direct revenue before. Beyond the immediate financial opportunity, the engagement gave the organization a repeatable commercial framework for both assets.
