Am I the only one who thinks iboss's pricing model gets punitive at scale?

I've been neck-deep in a security platform migration project for one of our larger clients—we're talking about moving several thousand seats over—and I have to get this off my chest. We've been evaluating iboss among other zero-trust contenders, and while the core tech has some interesting ideas, the pricing structure has me genuinely concerned. It feels like the bill accelerates in a way that doesn't feel aligned with the value once you get past a certain, surprisingly common, threshold.

My war story, which is still being written, revolves around the per-user, per-month model that seems straightforward at first glance. However, when you start layering on the necessary features for a real enterprise deployment—the ones that aren't just nice-to-haves but absolute requirements—the costs don't scale linearly; they seem to multiply. I'm talking about:
* The base secure web gateway coverage.
* The cloud application security / CASB component, billed separately.
* Data Loss Prevention (DLP) policies, another line item.
* The required support tier for a mission-critical service.
* Any commitment to on-premise gateways for hybrid scenarios.

Individually, each piece has its justification. But when you sum it all up for, say, 5,000 users, the annual quote becomes a number that makes the CFO do a double-take and immediately ask for competitive alternatives. The "platform" approach suddenly feels like an à la carte menu where you need to order everything to get a complete meal.

What's particularly painful is comparing this to some of the more modern, consolidated pricing from other players in the space. They're offering most of these capabilities as part of a single, predictable seat license. With iboss, I feel like I'm constantly managing a bundle of SKUs, and any growth in headcount or addition of a necessary security module sends the forecast into a tailspin.

Has anyone else here taken an iboss evaluation deep into the procurement phase for a sizable organization? I'd love to hear if your experience mirrored mine, or if you found ways to structure a deal that kept the economics sensible. Did you push for a bundled "enterprise" rate, or did the perceived feature depth justify the premium for you? I'm worried we might have to walk away from a technically sound solution purely on these commercial grounds.