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

Written by Brendan Hodge — professional pricer, founder of PricingEvolution, contributing editor at The Pillar, novelist, and blogger. Read more of his work on Pricing Evolution: https://www.pricing-evolution.com/ My daughter sat down at the dining room table where I was working and announced, “I can’t decide whether I should buy the AirPods at $89 or wait for them to drop lower.” With a house full of teenagers and young adults, I’m used to having to dole out advice on “adult

Article written by Ryan Walter of Jennings Executive Search https://www.jenningsexec.com/ The growing demand for pricing talent in PE-backed companies Private equity hasn’t ignored pricing — but for a long time, it was treated as a lever, not a function. Pressure-test the model. Tighten discounting. Run a quick SKU rationalization. Then move on to sourcing or SG&A. But that’s shifting. More funds are investing in pricing as a capability — not just a one-time initiative.

It’s easy to assume pricing experience is interchangeable. Titles look similar. The tools overlap. Everyone builds a margin model and partners with commercial. But the minute you move between business models — say, from B2B to DTC — everything shifts.

Article written by Lee Mackedanz of Value Capture Consulting https://www.linkedin.com/in/leemackedanz-mba/ I have a saying I’ve used for years: “You can use price to solve a lot of different problems, but if it’s not actually a pricing problem, it’s going to be expensive.” Too often, organizations default to adjusting price when other issues are at play. The result? Margin erosion, customer confusion, and the illusion of solving a problem while leaving the root cause untouc