Pricing that raises portfolio value after the deal.
We help investors and their software portfolio companies turn pricing into measurable revenue and EBITDA growth, from the first 100 days through exit.
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Our focus is post-deal value creation: we start once the deal has closed and implement the changes together with management.
Where pricing pays off in the investment lifecycle.
Pricing is one of the fastest levers on revenue and EBITDA after closing, and its effect compounds until exit. We start once the deal has closed and stay until the results show in the numbers.
First 100 days
Establish the pricing baseline and secure quick wins such as discount discipline while the value creation plan takes shape.
- What pricing contributes
- Pricing due diligence and quick wins
Value creation plan
Turn the diagnostic into prioritized initiatives with a quantified upside, owners and milestones that investor and management track together.
- What pricing contributes
- Pricing roadmap with quantified upside
Holding period
Implement new packaging, price changes and migrations with management, harmonize pricing across add-on acquisitions and anchor governance.
- What pricing contributes
- Implemented pricing system and governance
Exit preparation
Document pricing power with solid evidence — price realization, NRR and the results of implemented changes — for the equity story.
- What pricing contributes
- Documented pricing power for the equity story
Pricing due diligence: the baseline for the first 100 days.
In the first weeks after closing, we establish where the current pricing loses value and how much of it can be captured, before the value creation plan is set.
The result is a quantified pricing upside, prioritized by impact, risk and effort: one fact base for management and investor.
What we examine
Price realization
List versus net prices and where discounts cost margin: by segment, deal size, region and sales rep.
Installed base
Legacy contracts, past price increases, NRR and GRR: where existing customers pay less than the value they receive.
Packaging and value metric
Whether revenue grows with customer value, and how new products and AI features are monetized.
Price position
Willingness to pay and the position against alternatives: how much headroom a price change has and where it risks churn.
Pricing capability
Decision rights, discount rules, CPQ and billing, sales discipline: whether the organization can implement a new price and hold it.
Pricing levers that move revenue and EBITDA.
Pricing moves revenue and margin at once and needs little investment. We prioritize the levers that fit the company and the time left in the holding period.
Monetize the installed base
Raise prices where value has outgrown them, with migration paths and grandfathering that keep churn under control.
Typical impactMore revenue without new customers
Enforce discount discipline
Approval levels, give-get rules and transparency stop margin from leaking deal by deal.
Typical impactHigher price realization
Sharpen packaging and value metric
Plans and a value metric that grow with usage and value create a natural upgrade path.
Typical impactHigher ARPA and NRR
Monetize AI and new products
New capabilities get a pricing model that covers their cost to serve and captures their value from launch.
Typical impactNew revenue at a healthy gross margin
Harmonize pricing across add-ons
In a buy-and-build, acquired companies bring their own price books; one shared logic makes cross-selling and integration possible.
Typical impactCross-selling across the platform
Anchor pricing governance
Clear ownership, review cycles and a focused dashboard keep the gains in place until exit and beyond.
Typical impactDurable results until exit
Selected engagements in investor-backed companies.
Different business models and stages. In each, pricing became a measurable lever in the investment case.
- B2B & core pricing
A pricing framework for consistent prices across diverse markets.
A clear pricing structure for regions, industries and company sizes.
- Identified revenue potential
- 15–20%
- Service monetisation
- Consistent
- Pricing governance
- In place
- Innovation pricing (AI model)
A pricing architecture built from scratch for a new AI product.
Connecting user segments, perceived value and costs in a flexible pricing architecture.
- Validated pricing roadmap
- Ready
- Without historical data (greenfield)
- 100%
- Risk of mispricing
- Minimized
- Tech & SaaS (freemium & usage)
Higher conversion through freemium and behavioral economics.
Connecting freemium, monetization and corporate strategy in a sustainable growth model.
- Usage-based model
- Scalable
- Free-to-paid lever
- Optimized
- Entry barrier (churn protection)
- Low
Working alongside investors and management.
We fit into the way you create value: with your operating team, directly with management or across several portfolio companies.
With your operating team
We help operating partners and value creation teams shape and steer pricing initiatives within the 100-day or value creation plan.
Typical counterpartsOperating partners, value creation teams
Directly with management
Mandated by the investor or the company, we work hands-on with the management team and implement the changes in sales, product and finance.
Typical counterpartsCEO, CFO, CRO and their teams
Across the portfolio
A repeatable pricing program for several software companies: a shared diagnostic, comparable KPIs and lessons that carry from one company to the next.
Typical counterpartsOperating partners and portfolio management teams
Commercial model
A classic mandate or skin in the game: on request, we tie part of our fee to commercial results we define together.
Which portfolio company has untapped pricing potential?
Tell us about the company and where it stands in the holding period. We will frame the opportunity and suggest a useful first step, often a pricing due diligence.