Float started as a corporate card company. One product, straightforward pricing, and a billing system they'd built in-house that handled it fine.

Then they launched bill pay. Then reimbursements. Then tiered plans with add-ons. Then enterprise sales alongside self-serve. And the billing system that worked for one product couldn't keep up with four.

"We're still a small engineering team," says Lauren Bates, Staff PM at Float. "And at the time, it was really hard for me to say that I'd rather have engineers work on a billing project than high-priority feature work."

That's the quiet version of the build vs. buy decision. It's not a dramatic failure. Nothing broke. The billing system just couldn't grow at the same speed as the product — and every hour spent closing that gap was an hour not spent on the features Float's customers were actually paying for.

The problem wasn't billing. It was pricing.

Float didn't just need to send invoices. They needed to completely rethink how they charged.

Their corporate card product had simple per-seat pricing. But the new products introduced complexity their internal system was never designed for: "Active User" billing that only charged customers for users who actually engaged in a given month. Tiered plans where customers could mix base subscriptions with individual add-ons. Enterprise contracts that needed to flow from sales conversations into automated subscriptions. And custom tax rules across different product types and customer jurisdictions — without bolting on expensive tax management software.

Each of these requirements alone was manageable. Together, they amounted to rebuilding the entire billing system from scratch — which meant pulling engineers off the products that were driving Float's growth.

The decision

"Billing was a key build vs. buy decision for us," says Bhavin Shah, CTO at Float. "Measure covered everything we want to do now and in the future without charging a percentage of revenue. A no-brainer when it comes to keeping costs in check."

Float deployed Measure across both their self-serve and sales-led motions. Self-serve customers hit hosted checkout with automated signups and payments. Enterprise deals flow through HubSpot into contracts, quotes, and managed subscriptions. Finance gets automated invoicing, dunning, payment schedules, and QuickBooks sync. Engineering gets a metering API for usage tracking and webhooks that keep everything in sync.

One platform replaced what would have been four or five tools stitched together — or months of internal engineering work.

What changed

Float launched their new pricing plans on Measure for their October billing cycle. Not after months of internal development. Not after hiring billing engineers. They configured what they needed, integrated it, and shipped.

The specifics:

Pricing flexibility without code changes. New plans, add-ons, and pricing tiers can be configured and tested without engineering involvement. What used to require a dev cycle now takes a product manager a few clicks.

Usage-based billing that actually works. Active User tracking runs through Measure's metering API — Float only charges customers for users who show up, calculated automatically every billing cycle.

Custom tax handling built in. Float's products have different tax treatment depending on the product type and customer location. Measure handles the calculation rules directly, which saved Float from deploying separate tax management software with per-transaction fees.

Self-serve and enterprise in one system. No more separate workflows for PLG customers and sales-led deals. Both motions run through Measure, which means revenue reporting is unified from day one.


Float has changed their pricing structure multiple times since going live on Measure. None of those changes required an engineering sprint.