Yenlo is a European integration specialist and the only globally operating Platinum Partner of WSO2. Founded in 2007 and headquartered at Schiphol-Rijk, it has grown into an organisation of over 100 experts and has migrated more than 400 organisations onto modern integration platforms. Its own Connext platform adds a managed hosting and operations layer on top of that technology. Customers range from Boeing and BMW to RDW, Swissgrid and Bugaboo.

The technical credibility was never in question. The commercial model was.

Integration is no longer a back-office concern. AI, cloud adoption and ecosystem connectivity have raised the stakes, and buyers increasingly want an outcome rather than platform expertise. At the same time the platform vendors are building their own managed cloud services. WSO2, Boomi and MuleSoft all threaten to bypass partners like Yenlo altogether. And AI is rewriting the billable logic of integration work: fewer hours behind each integration, downward pressure on day rates, and a rising cost base for tooling and upskilling.

Commercially, Yenlo had grown the way most successful services firms grow: organically, and deal by deal. The portfolio spanned five business areas: integration services, its own platform subscriptions, resold third-party subscriptions, support bundles and support subscriptions. Each carried its own logic, its own pricing habits and its own spreadsheets. Time and materials and retainers were the default. Proposals led with technology rather than outcome. Support was rarely offered alongside an integration project.

The result was a portfolio without an organising principle. Comparable projects landed at very different margins. Hourly rates for the same type of work spread across a wide band. Deal size predicted nothing about profitability. Every proposal was an act of construction rather than a configuration, and the price it carried was hard to explain, internally as much as to the customer.

We started with the facts. Two years of project-level data across all five business areas, covering 1,344 projects and 472 customers, analysed on revenue, cost, margin and hours. Eighteen interviews across the business. A review of signed service orders, quotations, RFP submissions, price lists and the internal calculators actually used to build deals. Findings were mapped onto Newalpha's Pricing Power framework of value strategy, value pricing and value selling, which narrowed twelve building blocks down to seven priority areas for Yenlo.

The diagnosis pointed one level up. The pricing problems could not be fixed without changing what was being sold, so the proposition was redesigned first. Yenlo's offering was restructured around three capabilities: AI and agents, integration, and data. Each follows the same commercial pattern. Two lead products open the conversation, a Plan product (assessment and roadmap) and a Prove product (a time-boxed proof of concept), and both lead into the anchor: (Platform) as a Service, where Yenlo builds, runs and controls. Land small, then keep travelling.

We then packaged each of those. Five packaging archetypes were assessed against how Yenlo's customers actually buy. The lead products became Good-Better-Best: defined-scope, fixed-fee tiers that step up in depth. A Plan engagement runs from an assessment through to an investment-grade roadmap a board can approve. A Prove engagement runs from a technical proof through to a production-path proof. The as-a-Service proposition became modular mix and match across five components: technology, implementation and training, build capacity, scoped build effort and support. A customer can start with what they need now and add the rest as the relationship deepens.

The pricing model was rebuilt component by component. Operational support moved to a subscription priced on three dimensions: service tier, the size of the integration landscape, and a committed hours bucket where the hourly rate falls as the commitment rises. Discount earned by commitment, not by negotiation. Build effort was split into Capacity as a Service and scoped delivery, with a paid assessment up front wherever a fixed fee per integration is on the table. Assessments and proofs of concept carry a credit ladder: continue into the managed model within twelve months and the fee converts into credit on that contract, up to the point where the first step is effectively free. Across the portfolio the logic is the same. Publish a list price, then discount from list against defined deal parameters. Corridors for sales to work within, not freestyle.

Rather than hand over a model in slides, we built it. A working configurator now carries the products that are ready to sell. The account manager opens one, configures it with the customer's real numbers, and sees list, discount and net as they go. A single price book sits behind it, reconciled against Yenlo's internal rate cards and vendor price lists, with the places where Yenlo's own source documents disagreed surfaced as explicit decisions rather than buried in a spreadsheet. The tool then generates the proposal itself: Yenlo-branded, value-led, with scope, service guarantees and engagement terms drawn straight from Yenlo's own service orders and general terms. A configuration becomes a client-ready proposal in minutes.

Throughout, this was built with Yenlo, not for them. Product, sales, delivery, support and the board shaped the design across a series of validation sessions, and every version was reviewed and reworked with the team before it moved on.

Yenlo has moved from a fragmented technology and services offering to a single proposition it can take to market as an AI and integration (Platform) as a Service provider. One portfolio, three capabilities, nine products, one commercial logic running through all of them.

Offers now have a defined scope, and prices are built from a stated logic instead of assembled per deal. Sales can configure and quote from one price book, and show a customer exactly how their configuration produces their price. Discount is earned against deal importance rather than granted under pressure.

The model is built to recur. Low-friction entry points create the first conversation, the credit ladder makes the first step easy to say yes to, and the modular managed service grows as the customer's landscape does, turning one-off project revenue into a subscription relationship.

The launch is set up on the same discipline. Three sales motions, an opportunity view per account manager across the full customer base, and a six-stage funnel that rolls up into live coverage, weighted pipeline and an indicative value per motion.

Yenlo entered this with deep technical authority and a commercial model that could not carry it. It comes out with a proposition that matches where the market is going, a monetization model that scales beyond bespoke deals, and the tooling to put both in front of a customer.