Twikey is a European payments platform with a clear mission: to make recurring payments simple, reliable and fully digital for the businesses that depend on them. In a domain traditionally split between banks, payment service providers and back-office systems, Twikey positions itself as the connective layer rather than another isolated tool.

Their platform covers the full recurring-payment lifecycle, from digital mandate creation and signing, through collections and failure management, to invoicing, reconciliation and financial operations. Twikey's strength lies in combining regulatory depth across mandate schemes with a product-first mindset. They build infrastructure that finance teams can rely on, and that developers actually want to integrate.

This resonates in a market facing tightening payment regulation, rising cost pressure on collections and growing expectations around customer experience. Twikey's ambition goes beyond processing payments. It is about professionalising how recurring revenue is collected and managed.

At the same time, customer reality is complex. The platform serves everyone from small subscription businesses to enterprise groups collecting across multiple countries, entities and payment schemes. What a customer uses, and therefore what the platform is worth to them, differs enormously from one account to the next.

Commercially, this had produced a layered legacy structure: fixed packages, separate volume bundles, and a long addendum of per-use fees that had grown organically over the years. Every layer followed its own logic. Price was only weakly connected to the value a customer actually drew from the platform, discounting had become negotiation rather than design, and the model could not carry the company's next growth phase.

Together with the Twikey team, we set out to rebuild the commercial model from the ground up, without losing the flexibility that made the platform successful. We started by jointly mapping the product, the customer use cases and the value drivers behind each capability, in close collaboration with leadership, product, finance and sales, grounding every design choice in real customer behaviour and live deals.

Applying Newalpha's generic packaging and pricing framework, we tested the platform against the full range of packaging archetypes. Through iterative workshops, a Core + More structure emerged as the right fit: a foundation every customer needs, plus a modular library each customer draws from. Fixed packages were decomposed into individual modules, grouped into clusters around what a customer wants to achieve rather than around the internal architecture. To keep that flexibility usable in a sales conversation, we designed a guided configuration flow that translates plain business questions into a recommended module set.

In parallel, we redesigned the monetization architecture itself. Every fee was reassigned to one of a small set of mutually exclusive revenue components, so that each euro of revenue has one clear reason to exist: platform capability, transaction processing, the mandate portfolio, mandate creation, third-party pass-through costs, and one-time services. The per-transaction rate was moved onto a two-dimensional matrix, where price is set by the value of the customer's module stack as well as their committed volume. Every activated module carries a value score; a richer stack lifts the customer into a higher value band, while a larger volume commitment lowers the unit rate. Mandates were repriced as managed assets, with the legacy dormant-mandate fee retired in favour of pricing that scales with the live portfolio. And discounting was rebuilt as a defined menu, where every concession is tied to an explicit value exchange rather than left to negotiation.

The full model was then backtested against a complete year of invoiced actuals across the entire customer base, component by component and account by account, alongside a simulator for pricing new business. That backtest did more than validate revenue outcomes. It showed exactly which accounts would move up, which would move down and by how much, which turned migration from a risk into a planned exercise with a defined path for every account.

Crucially, this was a co-creation process. The model was not designed in isolation, but built together, shaped by Twikey's product philosophy, customer reality and growth ambitions, and handed over as a working instrument the team can recalibrate themselves.

The new monetization model fundamentally changed how Twikey prices and sells.

Price is now connected to value in a way both sides can follow. A customer who activates more of the platform and commits to more volume sees that reflected in a rate they can trace to their own configuration. Revenue scales with the customer's success rather than against it, which turns the pricing conversation from a negotiation into a shared logic.

Instead of defending inherited numbers, sales can take customers on a clear journey. They can explain how a specific configuration leads to a specific price, how that price moves as usage and maturity grow, and what a customer gets in return for a longer commitment or a broader scope.

Internally, the model gives finance and leadership something the legacy structure never could: a clean read on where revenue comes from, what each component contributes, and what happens to the book when a rate changes. Migration is mapped, discounting is designed rather than conceded, and the partner channel has its own commercial logic instead of a single agreement stretched across structurally different partners.

With this new commercial foundation, Twikey is set up for its next growth phase. It can scale its pricing beyond bespoke deals, support a professional sales cycle, and monetise value in a way that customers recognise, understand and trust.