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Akshay Kothari
Building Notion
Akshay Kothari is the co-founder and Chief Operating Officer (COO) of Notion, a collaborative software company renowned for its versatile workspace platform. He has played a pivotal role in shaping Notion since its inception in 2013, helping it grow into a widely used tool for project management and productivity, with a customer base that includes major companies like Amazon, Nike, and Uber.124
Before co-founding Notion, Kothari co-founded Pulse, a news aggregation app that gained significant popularity and was acquired by LinkedIn in 2013. At LinkedIn, he served in various capacities, including as the Head of LinkedIn India and Vice President of Product, where he was instrumental in integrating Pulse's features into LinkedIn's platform, contributing to its rapid growth as one of LinkedIn's most successful consumer products.134
Kothari holds a Master’s degree in Electrical Engineering from Stanford University and a Bachelor’s degree in the same field from Purdue University. His career reflects a strong focus on product development and community engagement, particularly in how Notion leverages user feedback to enhance its offerings and build a supportive ecosystem for creators.345
Highlights
When software was a fixed tool, seat-based pricing made sense. You bought chairs at a table. Everyone paid the same whether they logged in once a week or built their entire workflow around it. The misalignment was tolerable because the capability was static.
But AI products aren’t tools anymore. They’re capabilities that scale with model intelligence. The gap between Claude Sonnet 3.x and 4.x shows why flat pricing becomes a trap: a user extracting 100x more value pays the same as someone checking in occasionally.
Here’s the deeper tension: $20/seat becomes your cost ceiling. Every model upgrade has to fit inside that box. You either compress the intelligence you provide or don’t upgrade at all. It’s a scarcity framework baked into the business model.
Usage-based pricing trades predictability for possibility. Customers think before they act. Finance teams lose their clean spreadsheets. But it’s the only model that lets you give customers the best intelligence available without worrying whether your margins can support it. An abundance mindset instead of artificial constraints.
This isn’t about one pricing model winning. It’s about flexibility that traditional software never required. Different customers value different things. Some want predictable costs, others want maximum capability. AI companies need pricing architectures that can serve both without forcing an either-or choice.
Anthropic, Cursor, and a few others nailed the hybrid: seat-based pricing for predictability and simplicity, with usage-based pricing layered on top for power users who want access to the absolute best models. The top students in the class get to push harder without breaking the whole structure.
Most knowledge work companies will resist this for a few years. The cognitive load is real. The change management is hard. But as AI becomes the actual work instead of a feature, pricing has to follow capability. Outcomes matter more than seats.
The best companies will shift from software as a tool to intelligence as a service.


