What does it actually cost to run LinkedIn outreach for a roster of clients?

The software line, with the arithmetic done

Three public tiers, all per month: Solo $29 for one LinkedIn account, Operator $59 for up to three, Agency $119 for up to ten. Confirm any trial and payment terms at checkout. LinkedBoost does not meter sends; sourcing uses credits, so that variable cost tracks how much searching you do.

Per-seat cost only falls if the roster is full. Ten accounts on Agency is $11.90 each. Three accounts on Agency is $39.67 each, which is worse than the same three on Operator at $19.67. The upgrade is worth taking when you pass three live accounts, not when you sign a fourth contract you have not onboarded.

That is the entire software conversation. If your pricing model is sensitive to a difference of tens of dollars a month across a whole roster, the tool line is not what is wrong with it, and the next three sections are where the money actually is.

The lines that are not software

Each client's own LinkedIn account, which the client already pays for and should keep. Sales Navigator is optional: Core adds 50 InMail credits a month and deeper filters, and it does not raise the invitation limit. Buy it per client where the free filters cannot express the segment, not as a default line you apply across the roster because it looks thorough.

Operator hours, which is the honest largest line. Reviewing queued drafts, working the inbox, building and defending lists. The approval gate makes that work visible rather than creating it, and an agency that prices as though drafts approve themselves has simply moved the cost to whoever is on call that week.

List cost is search time plus each client's own exports, because there is no bundled contact database here and no data subscription to pay for. External providers were removed in September 2026 and are not returning. That is a saving and a constraint in the same sentence: nothing to buy, and nothing to hide behind when the list is thin.

Capacity per seat is the real unit

A new seat is capped at 20 invitations a day and 80 a week, enforced server-side, with a warm-up ramp of 0.5x in week zero and 0.75x in week one before it reaches 1.0x. Week zero is therefore 10 a day and 40 a week per client, regardless of what the retainer says or how urgently the client would like otherwise.

Ten fully ramped seats have a ceiling of 800 invitations a week. Our own five seats averaged 41% acceptance across 861 conversations over three years. Applying that rate to a ceiling is arithmetic, not a forecast: acceptance follows targeting, and we have seen 32% and 2.6% inside the same product with comparable copy. Quote the ceiling, quote your own historical rate separately, and never multiply them in a proposal.

The strategic point is that you are selling a capacity that cannot be bought upward. Adding a client does not get you more invitations per client. It gets you another ceiling, another approval queue and another account whose health is now your problem.

A worked month, with the arithmetic shown

Take five clients on the Agency tier. Software is $119 a month, which is $23.80 per client seat because half the tier is unused. Nothing else in the product bills per send.

Capacity at full ramp is 80 invitations per seat per week, so 400 across the roster, roughly 1,600 in a four-week month if every seat is ramped and nothing is disconnected. Onboard all five in the same week and that first month is materially smaller: week zero contributes 40 per seat and week one contributes 60, so the first fortnight delivers 100 per seat rather than 160.

Now put the operator line beside it. If reviewing a client's queued drafts and inbox takes 30 minutes a day, five clients is 12.5 hours a week before anyone builds a list or writes anything new. That number, not $23.80, is what your retainer has to cover, and it is the one that decides whether client six is profitable or the thing that breaks the desk.

Where entry pricing quietly loses money

Entry offers priced near tool cost. At a full roster the tool is $11.90 per seat. The hours are not, and an entry tier that assumes an hour a week per client tends to meet a client who needs three, usually the same client who was most attracted by the entry price.

Onboarding. A new seat runs at half speed in week zero and three quarters in week one, so month one delivers materially less than month three at the same price. Price the ramp, or write it into the contract as an onboarding period rather than letting the client discover it in the first review.

Churn caused by that first month. A client judging a 30-day pilot is judging the ramp as much as the work. Either the pilot runs long enough to clear it, or the expectation set at signature accounts for it in writing.

What the price does not include

No white-label reporting, no client portal and no branded export. Per-seat observability lives inside the workspace, and the client-facing update is written by you from those numbers.

No CRM, Zapier, HubSpot, Salesforce or webhook tools, and no bundled contact database. Also no publishing of your own posts: commenting on and reacting to other people's posts is what exists in this build, so anything feed-led sits outside the subscription and outside the price.