Pricing and execution isn’t just a finance exercise, it’s woven into every corner of your business.
The CEO sets growth targets. The sales team negotiates deals. Finance measures margin erosion. Operations teams struggle with complex quoting systems. And somewhere in the middle, pricing decisions get made in silos, pulling your organization in different directions.
We’ve seen it from all sides. As tenured consultants and former operators who’ve scaled companies through multiple exits, we know that sustainable pricing transformation requires more than a new model, it requires organizational alignment from the boardroom to the front line.
That’s why we work differently.
You’ll find us elbow-deep in your data with your analytics team, uncovering the drivers of profitability you’ve been missing. We’re in strategy sessions with your C-suite, translating pricing initiatives into board-ready narratives that resonate with PE sponsors. And we’re working with your reps, learning how deals actually get done, not how the process map says they should.
Whether you’re a portfolio company CEO navigating investor expectations, a CFO trying to defend margin targets, or a sales leader tired of leaving money on the table, we meet you where the real work happens. Our Five P Framework (Pricing, Product, Prioritization, Process, People) ensures we’re not just optimizing one lever while ignoring the systems and stakeholders that determine whether changes stick.
Every role in your organization has a stake in commercial excellence. Our job is to align them toward measurable EBITDA growth.
From shaping value creation roadmaps with your PE sponsors to building pricing discipline into your CRM workflows, we’re operators, not theorists. We don’t drop a deck and disappear. We roll up our sleeves, work alongside your team, and make sure the strategy we build together actually gets implemented.
Because pricing transformation isn’t a project. It’s a capability. And we’re here to help you build it.
Private Equity Leadership:
Moving Fast Without Breaking Things
Minimize Risk Through Data, Not Gut Feel
You’re evaluating an acquisition with “strong pricing power” according to management. But when you dig into the data, half their revenue comes from three customers on legacy contracts, discounting has crept up 400 basis points in 18 months, and nobody can explain why gross margins vary 20 points across the same product line.
We’ve helped underwriters dozens of deals from an analyst’s and an operator’s perspective. We know what “pricing opportunity” really means versus what gets pitched in an IC deck. Our diligence process stress-tests the thesis including customer concentration, discount creep, cost pass-through ability, competitive positioning, so you know exactly what you’re buying and where the leverage points are before you close.
Maximize ROI by Building, Not Renting, Capability
PE firms hire consultants who deliver a beautiful strategy, collect their fee, and leave your portfolio company with no ability to sustain it. Six months later, pricing discipline has eroded and you’re back where you started, except you’re now 12 months closer to exit.
We don’t just optimize pricing and walk away. We embed the frameworks, train your team, and build the muscle memory so the value creation compounds year over year. Because a 5% EBITDA lift in year one is good. That same lift compounding through exit is how you actually move multiples.
Speed to Clarity: Days, Not Months
Your diligence window is 30 days. Management swears they have “pricing power” but can’t explain their discount structure. You need to know: Is there $3M in EBITDA here or $300K?
We’ve run this play countless times. In a matter of days, we can triangulate transaction data, customer interviews, and competitive intelligence to validate (or debunk) the pricing thesis. You get a clear number with quantified upside, realistic timeline, implementation risk while there’s still time to adjust your bid or walk.
Speed to Impact: Months to Measurable EBITDA Growth
Most consultants show up in month one with research plans. Month three brings presentations. Month six, maybe a pilot program. Meanwhile, your value creation clock is ticking and sponsors want to see results.
We start delivering impact in months, not quarters. Week one, we’re in your data identifying quick wins. Month two, we’re implementing changes that hit the P&L. Month four, your team is running the playbook without us. Because time is the enemy of compounding EBITDA improvement and every month you wait costs you exponentially at exit.
Company Leadership:
The Problems Keeping You Up at Night
You Don't Actually Know What's Profitable
Your ERP says Product A has 42% gross margin. But that number doesn’t include the freight you absorb, the rebates you pay distributors, the engineering time you spend on customization, or the fact that half those orders require three rounds of quoting because your pricing is so complex.
Strip away the accounting fiction, and Product A might be breakeven or worse. We’ve seen companies discover their “flagship” product destroys value once you account for the full cost to serve. We rebuild profitability reporting to show true contribution margin from every rebate, every freight charge, and every hidden cost, so you’re making decisions on reality, not fantasy.
Your Organization Thinks Pricing Is Someone Else's Problem
Sales blames finance for “unrealistic” pricing. Finance blames sales for “undisciplined” discounting. Product thinks they set prices based on value, but really they’re doing cost-plus with extra steps. IT says the quoting system works fine (it doesn’t). And leadership is stuck refereeing instead of leading.
We’ve navigated this political minefield as operators. Pricing transformation dies without organizational buy-in, so we don’t just build the strategy, we build the coalition. We work with each function to show how better pricing makes their job easier, then create accountability structures so improvement sticks after we leave.
You're Making Million-Dollar Decisions on Terrible Data
Should you chase that $10M account at 25% discount? Which customer segment should you prioritize? Can you afford to lose that legacy customer demanding another price cut? You need answers, but your team is arguing about whose Excel model is right instead of solving the actual business problem.
We establish a single source of truth that everyone trusts with clean transaction data, dashboards, and real-time margin visibility, so leadership meetings focus on strategy instead of data reconciliation. And we make sure the insights are actionable, not just interesting. Because another PowerPoint deck analyzing the problem doesn’t pay the bills.
Operators: The quicksand that sucks you down
You’re the one who actually has to make pricing work. Not theorize about it in board meetings. Not present it in quarterly reviews. Make. It. Work.
You’re the Pricing Director fielding panicked Slack messages at 9 PM because a rep needs discount approval for a deal closing tomorrow. You’re the Revenue Operations Manager trying to build a dashboard that reconciles three different definitions of “net revenue.” You’re the Commercial Excellence Lead explaining to the CFO why pricing analytics is not the same as running a pivot table.
And nobody understands how hard your job actually is.
Leadership thinks pricing is strategy. Finance thinks it’s math. Sales thinks it’s negotiation. You know it’s all of that: plus data management, change management, systems integration, cross-functional diplomacy, and somehow finding time to actually analyze whether your pricing is working.
The Daily Grind That Never Ends
You’re Drowning in Requests, Not Driving Strategy
Your backlog looks like this: custom quote for the enterprise deal, pricing for the new product launch, discount exception for the angry customer, board deck analyzing last quarter’s margin erosion, RFP response due Friday. When do you actually work on improving the pricing model? You don’t. You’re too busy keeping the lights on.
Your Tools Are Held Together with Duct Tape
Pricing lives in Excel. Discount approvals live in email chains. Customer profitability analysis requires pulling data from four systems and praying the vlookups don’t break. You’ve pitched buying proper pricing software three times. Finance says no every time because “we already have an ERP.”
Nobody Listens Until There’s a Crisis
You’ve been warning about margin erosion for six months. Nobody cares. Then one quarter misses plan and suddenly everyone wants answers yesterday. Where did margin go? Why are discounts up? Can we fix this by next quarter? You want to scream: “I LITERALLY TOLD YOU THIS IN JANUARY.”
You’re Expected to Be Psychic
Sales wants to know if they can discount 25% and still hit margin targets. Product wants pricing for a feature that doesn’t exist yet. Finance wants to forecast next quarter’s revenue mix. Your data is three weeks old and you’re supposed to give confident answers anyway.
We've Been Where You Are
We’ve managed pricing desks, built revenue operations functions, and fought the same battles you’re fighting. We know what it’s like when:
- Sales escalates every deal as "strategic" to bypass pricing discipline
- Your beautifully designed pricing model gets shredded by reality in week one
- You spend more time explaining why you need data than actually analyzing data
- Leadership asks "can't we just raise prices 3%?" like it's flipping a switch
How We Actually Help
We Don’t Add to Your To-Do List
Most consultants show up, ask you for data, schedule meetings, and create more work. We embed with your team and help you do the actual work: building the models, cleaning the data, creating the dashboards, documenting the processes. You get capability, not homework.
We Build Tools You Can Actually Use
No more black-box models that break when you touch them. We create pricing tools, dashboards, and processes that your team can maintain and evolve after we leave. If you need to explain it to your CFO or train a new hire, you can. Because we document everything in plain language, not consultant-speak.
We Make You the Hero
You’ve been advocating for better pricing discipline for months. We help you prove you were right. We quantify the opportunity, build the business case, secure leadership buy-in, and implement solutions that actually stick. When EBITDA improves, you get the credit because you did the work and we just helped you finally get it done.
We Fight the Political Battles with You
Need sales to stop giving 30% discounts? We’ll show them how it hurts their comp. Need finance to fund pricing analytics? We’ll build the ROI model. Need IT to prioritize CRM integration? We’ll demonstrate the revenue leakage. You shouldn’t have to beg for resources to do your job. We help you make the case impossible to ignore.
What Success Looks Like
Six months from now, you’re not drowning in ad-hoc requests. You have:
- Automated dashboards showing real-time profitability by customer, product, and segment
- Clear pricing governance so you're not the bottleneck for every decision
- Tools that actually work instead of fragile Excel models held together with prayers
- Executive credibility because you're delivering insights, not just reporting problems
- A team that can scale because processes are documented and systems are sustainable
Most importantly: You’re finally doing the strategic work you were hired to do instead of firefighting all day.
Because pricing operations shouldn’t be quicksand. It should be the engine that drives profitable growth. And we’re here to help you build it.
