Pricing lift your sponsor will see, and your team can sustain.
As the CEO or CFO of a PE-backed company, you are asked to deliver more value, faster, on many fronts at once. Pricing is one of the most effective levers you have. We have sat on the operating side of the table, so we help you capture it without derailing everything else on your plate.
Value creation is a juggling act.
Leading a portfolio company means delivering this year’s numbers while building a business the next owner will pay for. Pricing has to earn its place among everything else you are doing.
- Many value levers at oncePricing competes with procurement, footprint, systems and growth projects for the same people and the same attention.
- Results now that still hold laterDecisions have to lift near-term results without creating customer or margin problems a year from now.
- Expectations on both sides of the boardYour leadership team, your sponsor and other investors all need a credible plan, each at a different level of detail.
- Stakeholders inside and outAssociates, customers, vendors and industry partners each feel a price change differently, and each needs to hear about it the right way.
- Initiatives that collideA pricing program that ignores the ERP upgrade, the finance calendar or the growth plan stalls before it pays off.
Pricing that fits your value creation plan.
Know what pricing is worth, fast
A Profit Diagnostic in 2–4 weeks that sizes and ranks the opportunity in dollars, from your own transaction data.
A plan that fits, not competes
A pricing roadmap sequenced around your IT, finance and growth initiatives, so it uses capacity your team actually has.
Early gains that fund the rest
Price-cost gaps, discount leakage and expired agreements fixed first, so the program pays for itself early.
Clear for your team and your board
A pricing narrative your associates understand and a board-ready version for your sponsor, built on the same numbers.
Changes that land well
Customer segmentation, sales talking points and vendor communication, so price changes stick without surprises.
Gains that outlast the hold
Governance, dashboards and a trained team, so the improvement shows up in the exit story and keeps going after it.
Pricing lift is hard to get into the financials.
Most pricing programs stall in execution, not analysis: the sales team is not convinced, exceptions creep back, or the work loses its slot on the executive agenda. Working with people who have done it before raises the odds of success and gets the value in sooner.
We’ve worked with several Private Equity companies and their teams, as well as walked ‘a mile in your shoes’. We understand what it takes to deliver a number to a board, and to keep delivering it.
Calculate your value uplift potential →A 1% price improvement lifts operating profit by about 6% at a typical mid-size company, more than the same gain in variable or fixed costs.
Source: McKinsey, “Pricing: The next frontier of value creation in private equity.”
To a sized, board-ready pricing opportunity and roadmap
To the first measurable margin recovery
Typical gross margin lift from margin stabilization
Trusted KPIs that align your board and your sponsors.
What this looks like in practice.
Our sponsor suggested we talk to you. Who do you work for?
You. We work with the management team day to day and give your sponsor the same numbers you see, so there is one plan and one version of the truth.
We already have too many initiatives. How much of our team’s time does this take?
A few hours a week from finance and sales leaders during the diagnostic, then a monthly pricing review. We do the analysis and the heavy lifting; your team makes the decisions.
Will customers push back?
Some will. We segment who gets which change, prepare your sales team with talking points, and track win rates and churn so you can adjust early.
What if our employees push back?
This is normal with any change management initiative. Since we have done this many times before, we’ll be upfront about what concerns you will hear and our plan will show you how to best address them for success.
Can this be ready for our next board meeting?
Usually, yes. The diagnostic produces a board-ready opportunity summary and roadmap in 2–4 weeks from data receipt.
Make pricing the value lever your board notices.
Send a standard order-line export. We return a sized, prioritized pricing plan that fits alongside your other initiatives, for a fixed fee.
- Where price is leaking, by customer, product and rep
- A roadmap sequenced around your other initiatives
- A summary your board and sponsor can follow