A credit union running one scholarship with forty applicants and a community foundation running thirty named funds with eight hundred applicants would land in the same row of most vendors' pricing tables. They are not the same job. One needs a committee to stop whiting out names by hand. The other needs thirty committees to each see only their own fund, and a donor report at the end.
A "starting at" price would overcharge the first and undercharge the second, and both would find out after signing. So we don't publish one. We scope the work first, then put one number on it.
That number covers everything you scope: every reviewer, every applicant, every review round. It doesn't move when you add users, and it doesn't move when applications double.
A short call about how your program runs today, from submission to decision. What takes the time, what keeps you up before a deadline, who has to sign off on the result. If you have one program and one problem, that's the scope. If you'd like to talk about more than one, we will.
We play back what we heard: the review that lives in a spreadsheet, the reviewers who don't finish, the winner nobody can fully explain, the renewal paperwork chased from one inbox. If we've got it wrong, you tell us before anyone talks about money.
A one-page plan with the goals, the capabilities that meet each one, who does what on both sides, and a launch date. It's written so you can hand it to a CFO, a board, or an executive director as the internal case. Most of our customers do.
One annual figure, mapped to the plan. You'll see what's in it and why. No per-user line, no per-program line, no add-on for a second review round. Then we match the billing to how your organization buys: paid in full, or a base amount plus monthly payments; invoicing timed to your budget cycle and procurement process; a purchase order if that's how your finance team works.
The pricing complaint we hear about other platforms the most isn't the number. It's the shape.
Platforms that charge per event or per program, where adding one award doubled the bill. Suites where the organization paid for the breadth and used one module. And a quieter one: support sold as a block of hours. The hours run out, the renewal lands, and the person who inherited the program two years in can't get a question answered without a new invoice.
Scoping to what you actually run is the answer to the first two. The third doesn't come up with us, because support isn't a line item you can run out of.
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The all-in-one platform for managing scholarships, grants and awards programs.
