Article written by Ryan Walter of Jennings Executive Search https://www.jenningsexec.com/ How to frame the need, speak the language of the business, and get the resources to grow Many pricing leaders know they need more support — and struggle to get the business to see it the same way. They’re doing too much manually. They’re stuck reviewing every deal. They’ve got strategy ideas they can’t execute. And they’re one project away from burning out the only analyst they’ve got.

I have a confession to make. In the past, I have held the bias that accountability is the primary problem as to why we see so much bad pricing in industrial companies.  By bad, I mean proliferation of dangerous cost-plus pricing models, a lack of discipline with regards to controlling discounting. After all, when everyone owns pricing, no one owns it. And because the products are complex, the competitor pricing lacks transparency, and we rely heavily upon engineering configur

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.

Executives and pricers aren’t just miscommunicating. They fail twice: they don’t talk often enough, and when they finally do, neither side speaks in a language the other can act on.

When EBITDA strategy matters, most pricers hand C-suites the perfect excuse to ignore them—by becoming a pricing stereotype.

Clarity beats catchphrases — especially when millions in EBITDA are at stake

Most companies wait too long to hire someone in pricing. They add analysts, hand off pieces to sales ops or finance, lean on consultants — and tell themselves it's "working well enough for now."

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/ I apologize for the slow posting here. I left one company and started work at another, and also had quite a bit going on in my family life, and one thing that suffered was finding the time to do writing and podcasting. My new job is as the head of pricing at a compa

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

The CPO concept has proven itself with innovators and early adopters. But it hasn't convinced the pragmatic majority yet. We're witnessing this transition in real time.

Pricing Leaders -- a term that contains within it a beautiful contradiction