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Most companies do not choose a fragmented stack. They accumulate one: a CRM in year one because sales needed it, a project tool in year two because delivery did, an HR system when headcount made it unavoidable, accounting because it was always going to be. Each decision is correct on the day it is made. The result is six systems that each hold a slightly different version of the same customer, and a spreadsheet somebody maintains to reconcile them.
Consolidating later is a migration project with a data-quality problem attached. Starting on one record is just a choice about where to put the first customer. The cost of the decision is lowest before there is anything to move — which is exactly when it feels least urgent.
This is not an argument for buying all seven on day one. Switch on what you need now — usually Flow if you are selling, Loop if you are delivering — and add the rest when the need is real. What you avoid is the reconciliation, because the second product reads the record the first one already wrote.
Pricing is per seat per product, from £8 a seat for Pulse to £16 for Growth on the Starter plan, and the bundle discount grows as you switch more on. At five or ten people the absolute numbers are small; the thing worth weighing is not this month’s bill but whether you are choosing a migration in three years.
If you need one best-in-class capability far more than you need coherence — a specialised trading system, a regulated clinical tool — buy that thing and integrate it. One record is an argument about the centre of a company’s operations, not a claim that no specialised software should ever exist.
There is a fourteen-day trial with every product and no card required. After that it is per seat per product.
Yes, and adding one does not migrate anything — the new product reads the record that is already there.
The honest answer is that we do not yet have customers who have run for a decade, so we would rather point you at the export and the API than make a claim about scale we cannot evidence.