Enterprise Pricing Transformation

Context

A fast-growing organization with a large enterprise customer base had outgrown its original pricing model, creating inconsistent margins and limited visibility into where value was being left on the table.

Challenge

Redesign pricing for over 400 enterprise accounts without disrupting existing relationships, while building a governance model the commercial team could sustain going forward.

Approach

• 01Segmented the enterprise customer base by usage, value delivered, and commercial risk.
• 02Built a new pricing structure and rollout plan aligned to each segment.
• 03Established pricing governance so future changes stayed disciplined and data-led.
• 04Partnered with sales and account teams to manage customer-by-customer rollout.

My Role

Led the transformation end-to-end — from segmentation and pricing design through governance and rollout — partnering closely with commercial and finance leadership.

Key Lessons

• Pricing change lands best when it is sequenced by customer segment, not rolled out uniformly.
• Governance is what makes a pricing transformation durable rather than a one-time reset.