Its interesting reading about their decision making process with regards to their business model.<p><i>Then we tried a subscription model. It was super easy to understand, which enabled us to sign up 10,000 paying pros—great! But in the long run, it meant the cost to the pro stayed the same each month no matter how much new business we brought them—not so great. We needed our revenue to grow in lockstep with the value we create.<p>Cue the pay-per-introduction model we have today. What matters to pros is flexibility and a profitable return. So we made sure that’s what they got. It was simple. Plus, it let us guarantee our customers high-quality quotes from pros who were serious about providing a great service.</i><p>Based on my other comment [1], I wonder what would have happened if they stuck with a subscription model and then augmented it with value added services to their larger customers, something akin to LinkedIn. That seems more fair to how their system currently works.<p>[1] <a href="https://news.ycombinator.com/item?id=10294811" rel="nofollow">https://news.ycombinator.com/item?id=10294811</a>