One boolean matrix was carrying three different kinds of statement, and it
made all three unreadable.
Updates, backup and monitoring were a tick in every column — a comparison
that compares nothing — and the same promises were repeated in a prose line
under the table. They are now stated once, above it, together with the
platform address in the shape a customer will actually type
(ihrefirma.<zone>, from the configured zone) rather than as the phrase
"eigene Subdomain", which said nothing and was modelled as though an own
domain replaced it. Provisioning issues both.
Support was two independent booleans on one axis, so enterprise — which
carries the SLA and not the priority flag — rendered "Bevorzugter Support —"
beside team's tick: the top plan looking worse than the middle one. It is
one row of levels now, and a plan with neither shows Standard, because
standard support is a level and not an absence.
A cell had two states, so a dash meant both "you cannot have this" and "you
can have this for nine euros". There are three now, and the middle one
quotes AddonCatalogue — which is also how the modules we have been selling
all along finally appear on the page at all. Nothing is invented: where we
sell no module for a missing feature, the cell stays a dash.
custom_domain joins the module list at the owner's figure so the two plans
without it can be quoted a price instead of told no.
Co-Authored-By: Claude Opus 5 <noreply@anthropic.com>
Audience line and note were LandingController::COPY, a hardcoded array
keyed on exactly the four plan keys the seed migration created — a plan
made under any other key rendered with no copy at all. They move onto
the family for the same reason the recommendation mark does: they are a
stance about the product line, not a capability that changes with a
price, so they must not be frozen per version.
Backfilled in the migration from the controller's own strings, so the
public page prints exactly what it printed a moment ago. A family with
no copy yet renders without the audience line rather than an empty gap.
Feature labels (managed_updates, daily_backups, ...) stay in the
controller: they name catalogue features, not individual plans, so
there is no per-plan or per-version place to hang an editable
customer-facing label without re-introducing a shared feature table.
That table existed once and was deliberately removed when the plan
catalogue closed its pricing split-brain; bringing it back for wording
alone is a bigger, separate decision.
Recommended lives on the plan family, not a version: it is a stance about
the product line ("which plan we point a visitor towards"), not a
capability that changes with a price, and freezing it per version would
make the mark silently vanish every time a new version publishes.
Setting a plan recommended clears whichever other plan carried the mark,
inside one transaction locking the whole table — two operators
recommending two different plans at once must not both win. The public
price sheet already had the highlighted-card treatment for this (it was
driven by a hardcoded "team" constant); it now reads the family instead.
Three console pages were fiction. The front page claimed 42 customers, 39
instances, four hosts named pve-fsn-1..3 and €7,842 a month, over a twelve-month
growth curve; the instance list held seven invented machines; the revenue page
reported churn and a trend for a business with no recorded history. All of it
was hard-coded. It read like a running company and measured nothing.
They now read the database. Two figures are gone rather than approximated —
the revenue trend, which needs a monthly history nobody records, and churn,
which needs a base the data cannot supply. ARR stays, labelled as the
projection it is. The green "all systems normal" badge is computed from the
notice list instead of asserted, and the notices themselves come from failed
runs, hosts reporting errors or gone quiet, and monitoring that is down.
Host load is the one number that had to agree with something else: placement
counts the VM disk allocation, ignores a failed instance that never got a VM,
and subtracts the host's reserve. A dashboard doing its own arithmetic would
show a host as comfortable while orders were already being refused on it, so it
uses the host's own accounting — with the filter moved into a scope both share,
and the sum preloaded so listing hosts stays one query.
The instance list drops the Nextcloud version column: that version is not
recorded anywhere, and a column filled with a plausible number is worse than no
column. Statuses the lifecycle writes but nobody had translated no longer
render as "admin.status.failed".
The price sheet also gains the included traffic, which the catalogue has always
carried and the page simply never printed.
Co-Authored-By: Claude Opus 5 <noreply@anthropic.com>
The marketing page was a generic centred hero in the system font stack: it
neither used the design system the console is built on nor looked like the
product it sells. Rebuilt around what CluPilot actually promises — security you
can produce evidence for — so the page reads as a controlled technical
document: a specification plate instead of a hero image, numbered sections, an
audit register with rhythm and proof per measure, and a price sheet rather than
floating cards. IBM Plex Serif joins Sans and Mono as the display voice, self
hosted as static files so the public page renders even without the Vite build.
The prices were written into the page by hand, and the page and the catalogue
had already drifted apart on three of four plans: the site advertised 249 € for
a plan the checkout charges 399 € for. The sheet now reads the catalogue, like
every other caller — including the currency, which is configurable and was also
hard-coded here.
The catalogue fails loudly on purpose; a public website must not. A broken or
overlapping catalogue is caught in the controller alone: the page still
renders, the sheet is replaced by "on request", and nobody is quoted a number
the checkout would not honour.
The sign-in and registration panels shared a copy-pasted orange gradient. They
now share one component and the same ink plate as the site, so the two halves
of the product no longer look like two companies.
Co-Authored-By: Claude Opus 5 <noreply@anthropic.com>
nexxo
Claude