The operator's trap.
Before AAL, we ran a managed services business for small and medium companies. We grew it through acquisitions, and every acquisition meant inheriting another stack of software. Subscriptions piled up. Pricing stopped making sense. Features stopped making sense. We were running 20+ tools to do work that needed maybe a third of that.
Enterprise prices for 20% of the features.
Each renewal was a negotiation. Each platform update broke something. The math on per-seat fees got worse with every hire. We weren't hunting for a software philosophy. We were just trying to keep our own operation lean.