The clearest picture of your pricing you have ever had.
A specific number for what better pricing is worth in your business, and a plan to go capture it.
Two years of your own transactions, read the way a Fortune 500 pricing team would read them. You come out knowing where your pricing power actually sits, which opportunities are worth acting on first, and what the whole thing is worth in dollars. Most companies finish this realizing pricing is a bigger lever than they thought.
Revenue is the largest number on your P&L, which makes pricing the biggest lever you have.
It is also the lever most businesses are least comfortable pulling, and that is fair. Price feels like the riskiest thing you can change, because the customer sees it and the effect is immediate. So it gets left alone, and every year the gap between what you could be charging and what you are charging widens a little. The good news is that the answer is not a guess or a benchmark. It is already sitting in your own transaction history, and it takes about ten business days to read.
A feeling about pricing
A sense that some accounts are priced better than others, that discounting has crept, that a few things should probably move. Directionally right, and impossible to act on with confidence.
A number and a plan
What better pricing is worth in dollars, where it sits, and the order to go after it. Specific enough to put in front of a leadership team, a board, or a lender.
Pricing becomes deliberate
Price moves stop being reactions to a cost increase or a competitor. They become decisions you make on purpose, with evidence, at a time of your choosing.
Three principles that make the answer yours.
Plenty of firms will hand you a pricing opportunity number. What makes one worth acting on is where it came from and how honestly it was built. Here is how we work.
We start from your transactions, never a benchmark
Every figure in your report is calculated from your own sales history. No industry percentages, no comparable-company assumptions, no rules of thumb. Two years is enough to separate a trend from a bad quarter, and enough to see how your pricing has actually behaved through cost changes and competitive pressure.
We look at the spread, not the average
Averages are where pricing opportunity hides. Two businesses with identical margin percentages can be in completely different health underneath. We work at the level where the story actually lives: the range between your strongest and weakest realized prices, and what sits at each end of it.
We build it around how you actually sell
A distributor, a consumer brand, and a services firm have the same pricing questions and completely different answers. Where one has customers and reps, another has channels and promotions, and another has engagements and delivery cost. We shape the analysis around your model in the first conversation rather than fitting your business to a template.
One figure, told honestly, in three tiers.
Any firm can hand you a big opportunity number. The number only becomes useful when it also tells you how much of it is real. Everything we find gets sorted into three tiers, each with its assumptions written down, so you know exactly what you are looking at before you take it to anyone else.
Identified
Everything the analysis found, before any constraint is applied. Useful for understanding the scale of what is on the table, and never the number to plan around.
Addressable
What survives your reality. Contracts you cannot reopen yet, channel rules you have to respect, relationships where a move would cost more than it returns. We take those out and show our work.
Realistic in twelve months
What a business at your pricing maturity actually captures in a year, sequenced by what should move first. This is the number to build a plan around, and the one we would defend in a board meeting.
The gap between tier one and tier three is not us hedging. It is one of the most useful things in the report, because it tells you precisely what stands between your business and the rest of the opportunity: contracts, capacity, governance, or timing. Each of those is solvable, and knowing which one you are facing is where the next year of pricing work comes from.
Findings are not the deliverable. The plan is.
A number on its own creates pressure without direction. Every opportunity we find becomes an item on a roadmap, sized for effort, sized for impact, and given an owner. Then we do the thing most reports never do: we sort the list by whether your team can run it or whether it needs something built first. You know which column you are looking at before you decide anything about what comes next.
✓ Ready to run
The quick wins. Specific, sequenced, and executable by people already on your team.
→ Worth building toward
Real opportunity that needs a process, a tool, or a rhythm your business does not have yet.
It ends in a room, not an inbox.
A report emailed over gets skimmed once and filed. This one ends with a live session where we walk your leadership team through what we found, in order, with time to push back on it. Bring whoever will have to act on it.
The number, first
We open with what we found and what it is worth, in all three tiers, before any methodology. You should know the answer inside the first five minutes.
Where it comes from
The story behind the number, in your own business. This is the part where teams start recognizing accounts and products on the screen and the conversation gets real.
What you do Monday
The roadmap, both columns, with effort and impact on each item. Then a straight conversation about what your team can take on now and what is worth building toward.
Ten business days, and about three hours of your time.
The analysis happens on our side. What we need from you is the data, a few conversations, and the context that keeps the findings from reading like a generic report.
What we need
Straightforward for most businesses, and worth checking before anyone commits.
The ten days
Fixed scope, fixed fee, and a date on the calendar for the readout before we start.
Finding the opportunity once is worth a lot. Seeing it every month is worth more.
The report gives you the clearest view of your pricing you have ever had, on the day you get it. The question is what happens in month four. Most businesses cannot see what pricing is doing until the quarter closes, which is months after every decision that caused it. So drift returns, quietly, and eighteen months later there is a new version of the same report to run. The businesses that hold their gains are the ones that put the numbers somewhere they can see them.
A pricing dashboard, built on your findings
We take the goals and measures the report surfaces and build them into a dashboard on the stack you already use. It refreshes from your own systems, and a monthly AI read tells you what is working, what needs attention, and the one move worth making. Then we run your first pricing review together so the habit starts with us in the room.
The hard part is already done
Deciding what a business should measure is most of the work in any dashboard, and the report answers it. Added to this engagement it is $3,500, a fraction of what a pricing dashboard costs to build from scratch, because we are not doing the diagnostic twice.
Built for a specific situation.
This isn't the right starting point for everyone, and we'll tell you that on the first call rather than after you've paid.
✓ A great fit if
→ Start somewhere else if
Fixed fee, fixed scope, ten business days.
Everything in the report, plus the dashboard and the monthly rhythm to keep it.
What owners ask before they start.
Does this work for a business without customer-level data?
Yes. Plenty of businesses sell through channels or direct to consumers and have no meaningful customer dimension at all. The analysis shifts to product, channel, promotion, and time, and the questions stay the same. Tell us what your data looks like on the first call and we'll be specific about where the opportunity is most likely to sit for you.
What if our data is a mess?
Most of it is, and that's normal. Inconsistent product names, missing cost fields, credits booked oddly. Cleanup is part of the engagement and we flag anything that materially limits what we can say. The only real blocker is not having line-level transaction history at all.
How much of my team's time does this take?
About three hours total across a few conversations, plus whatever it takes someone to pull the data export. The analysis happens on our side. You see it again at the readout.
Is our data safe?
We work from what you send, we don't share it, and we return or delete it at your request when the engagement closes. If you'd rather anonymize customer names before sending, the analysis works fine on coded identifiers.
Should we add the dashboard?
Most companies do, and here's the honest test. If someone at your business will own an hour a month to look at pricing, the dashboard is what makes that hour worth having and it's the cheapest way to keep what the report finds. If nobody will own that hour yet, take the report on its own and add the dashboard later once the quick wins have earned pricing a place on the calendar. We'll tell you which one we'd pick in your situation before you decide.
Do we have to buy something else afterward?
No. The report and the roadmap are yours, and plenty of companies take the first column and go execute it themselves. The readout ends with a straight recommendation about what we'd do next in your position, and then it's your call.
How is this different from what a consultant would do?
Scope and price, mostly. This is a fixed-fee, fixed-scope engagement that answers one question in ten business days, run by someone who built a pricing function inside a real company rather than a team learning your industry on your budget. You get the analysis and the plan, not a discovery phase followed by a proposal for the actual work.
Tell us about your pricing situation.
Tell us what you sell, roughly what you do in revenue, and what system your sales history lives in. We'll come back with a straight answer on whether this is the right place for you to start.
We respond within one business day. If it's a fit, we'll schedule a 30-minute call to confirm the data before anyone commits to anything.
Ten business days from now, you could know the number.
Not ready for the full report? Start with the tools and run a piece of it yourself.
