The Voice of Pricing Leadership

Product teams are shipping features faster than the commercial teams can monetize them. Right now, half of B2B SaaS companies are giving away expensive new AI features for free. This is creating a wide-spread monetization log jam, as margins are surrendered to minimize customer disruption and product complexity. Three gates are holding back monetization: internal buy-in, buyer predictability, and competitor anchoring.

Execution, communication, and timing drive impact more than decimal points. When a price change doesn't stick, leadership often blames the strategy. But more often, the breakdown is in execution, and execution is a team design problem. This article is about what your Pricing team and commercial organization need to be capable of for any price change to survive contact with the field.

The Commitment That Has to Happen Before Any of the Plumbing Works Professional services firms know their pricing model has to change. Last week I wrote about the plumbing most haven't built. This week's about the conversation that has to happen before any of it does. Earlier this week I wrote about the Journal's piece on consulting's billing crisis, and the operating-model plumbing most firms haven't built to actually fix it: revenue recognition against a milestone instead

Consulting's billing crisis just made the front page. Here's the operating model nobody's writing about. Last Thursday, the Wall Street Journal ran a piece called “Consultants Struggle Over Billing.” It described an industry trying to move off hourly billing under AI pressure, and finding the transition slower and harder than anyone expected. It named the problem well. It didn't come close to the fix. What the Journal Reported Buyers still evaluate bids on an hours-times-ra

Article written by Ryan Walter of Jennings Executive Search: https://www.jenningsexec.com/ Also of Profit Academy: https://www.profitacademy.io/ Pricing education pays for itself when teams grasp how leverage compounds. One percent can change the P&L. If you could teach every employee one thing about pricing, it would be this: a one percent change in price can increase profit by eight to twelve percent. That's the kind of leverage that makes pricing unique. You can't find it