The fastest lever in your value creation plan is pricing.

Sales hires take a year. Cost cuts hit a floor. A pricing correction shows up in the next quarter, and flows straight to EBITDA. We find it across your portfolio and build the system that captures it.
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THE PROBLEM

The lever nobody’s pulling.

No one in your org formally owns this. So it compounds silently, quarter after quarter.

Diligence

• Nobody checks whether the target can actually raise prices.
• Pricing power almost never makes it into the growth model.
• The margins look fine until you see the discounts holding them up.
• Two targets look identical on paper, but one has far more room to raise.

Value creation

• A price increase could hit this quarter, but no one wants to own the risk.
• Management reaches for volume and discounts when price was the faster lever.
• Same playbook works across the portfolio, but each company reinvents pricing alone.
• Pricing is the cheapest lever in the plan and the last one anyone pulls.
WHAT WE DO FOR PE & VC

Four moments. One lever.

A woman sitting on a chair in a colorful room, writing in a notebook with an open laptop on a round wooden table in front of her.
01

Diligence

Before you sign, we pressure-test the target's pricing power - how much room there is to raise, how much margin leaks in discounts, what it's worth to the thesis. You go in knowing whether pricing is upside or a hole.
Man smiling and gesturing with hands while talking to two people seated across from him around a table with papers.
02

Value creation

Inside the hold, we run the pricing correction as a defined project. Diagnose, design, ship a working system. One portco or several. Management keeps running the business while we do the pricing work.
Person with short hair and dark jacket giving a presentation or speech to a seated audience blurred in the background.
03

Founder readiness

Most founders can't put a defensible price on what they've built, and it costs them every enterprise deal. We give them the model, the value story, and the confidence to hold the line in the room.
A group of six people in a meeting room with brick walls; one man is standing and speaking while others sit around a table with laptops and tablets.
04

Exit readiness

Before you sell, we make the pricing story defensible - a clean model, documented pricing power, a track record of disciplined increases. A better multiple, backed by evidence a buyer can check.
THE EBITDA MATH

What a pricing gain is actually worth

A pricing correction doesn’t just lift revenue — it lifts EBITDA almost dollar-for-dollar, and you exit on a multiple of that number.
01
Pricing uplift
Revenue added at the existing cost base
02
EBITDA gain
The gain flows through almost 1:1
03
Exit multiple
Apply the market multiple on the way out
04
Enterprise value
A small pricing move becomes a large EV move
MARKET EVIDENCE

The economics change by industry

45%
PE/VC

In Q1 2024, 45% of CEE VC investment volume went to AI startups.

40%
PE/VC

CEE startups reach comparable revenue milestones with approximately 40% less capital than their Western European counterparts.

9.3%
PE/VC

CEE-based SaaS companies recorded a median year-over-year revenue growth rate of 9.3%, against 15% for US-based companies.

3.28x
PE/VC

The median revenue multiple for CEE SaaS companies stood at 3.28x annualized revenue at the end of Q4 2024, while US SaaS companies were valued at multiples approximately 109% higher (6.86x)

CASE STUDY

Pricing changes that show up in revenue

We had plans and deals, but pricing didn't reflect our value. A price increase was necessary, and Valueships provided a clear strategy. Adding a custom element kept Sportmonks attractive. The collaboration was direct, with no unnecessary meetings.

Jurgen Kolkman
CEO, Sportmonks

We worked with the Valueships team on our pricing and they were the most thorough, professional, precise, scientific and strategic company we have worked with. Loved the team and what we together came up with. We’re slowly implementing our pricing model now for Salesmsg based on the new model they made for us.

Chris Brisson
CEO Salesmsg

Working with Valueships was incredibly valuable. They’re one of the few agencies that truly deliver -with deep SaaS expertise and measurable results. Together, we redesigned our entire pricing structure and launched a new pricing page, which delivered a conversion uplift of over 12%, empirically confirmed through a split test. I can highly recommend Valueships to any SaaS founder who wants to unlock the full potential of pricing.

Mario Wolosz
Founder KlickTipp

The business impact of the pricing changes and ROI of the project was so high we even had to communicate it to our investors. It was the first time we have approached the pricing model thoroughly: with data and research. We wouldn’t be able to do it without Valueships.

Michał Sadowski
CEO Brand24

As CFO, I've observed a notable shift in our approach to growth and business. We've transitioned from a client growth-based strategy to a value-based strategy to reflect the value of our tool for our clients. This approach has instilled a sense of calm in our management team and bolstered our business confidence in a way you cannot underestimate.

Bartosz Kozłowski
CFO Brand24

Valueships brought the outside-in perspective we needed. With their sharp understanding of pricing strategy and strong diagnostics around our revenue engine, they gave us a clear view of where we stood and what was possible. We paired that with our own knowledge of the product, our customers, and where we’re heading. The result was a pricing strategy that works from all angles - financially, customer-wise, and in sync with our long-term product direction. It was a real collaboration, and the outcome reflects that.

Žilvinas Lešinskas
VP of Product

Valueships supported us on key strategic initiatives over the course of 2 years. Valueships experience in strategy planning and execution as well as scaling the organization was very useful. Team is agile, focused on the results and always takes into consideration the big picture. They are not afraid to stand by their recommendations, which is proven by joint collaboration during implementation. I find our cooperation very helpful.

Krzysztof Renski
Head of Product Strategy at Lingaro

Working with Valueships was a pleasure from start to finish. They framed the problem correctly, provided us with a structured approach, calculated the impact of our potential decisions, and facilitated the change management process throughout a few months.

Łukasz Kozłowski
CMO

Valueships expertise in SaaS pricing and deep understanding of our challenges were evident from the outset. Their analytical approach, combined with an insightful communication strategy, not only drove our MRR significantly up but also ensured customer retention. The team at Valueships didn’t just provide a solution - they equipped us with tools and insights that will benefit us for years to come.

Wojciech Smoleń
CEO Navifleet

Our cooperation was super smooth. Everybody was very involved and excited on both sides, and we quickly built a great relationship. It felt almost as if they were a part of our team, new folks trying to prove their worth. Their recommendations were eye-opening even for a team that went through the process probably 15+ times in the past.

Kamil Rejent
CEO Survicate
OUR FRAMEWORK

The value & price waterfall

Most pricing work stops at “raise your prices.” We trace the full path, from the value you create to what actually lands in margin, and find exactly where it’s leaking on the way down.
WHAT WE LOOK AT IN EVERY PORTCO

Built for a portfolio, not a slide.

A fund doesn't need another pricing deck. It needs the lever pulled, across companies, without tying up management for months. So we run pricing as a repeatable engagement: same method in every portco, a working system at the end, and a number partners can point to.
01
A system that stays

The portco doesn't get a recommendation that ages out. It gets a working pricing system that keeps repricing after we leave — and it takes a few hours of management's time to stand up, not months.

02
One standard

Pricing gets reinvented company by company, and most of it gets reinvented badly. We run the same disciplined process across the portfolio — so a fund gets one standard for pricing, not fifteen improvised ones.

03
A number you can report

Every engagement ends with a measured uplift, attributed and documented, something partners can put straight into the value creation plan, not a soft claim.

Who we work with

A good fit looks like this

Three vertical rectangular prisms standing on a white surface casting shadows, with two light gray prisms on the left and a taller black prism on the right.
The fund

Growth equity, buyout, or a VC with a portfolio mature enough to have pricing power, like B2B SaaS, AI-native, or subscription businesses past the early scramble.

The situation

Companies where pricing is visibly soft and no one internal owns it. You'd pull the lever if you had someone to run it properly across the portfolio.

The buyer

Operating Partner building the value creation plan. Deal Partner testing a thesis in diligence. Portfolio CFO who can see the margin but not the fix.

Let’s find where your pricing leaks.

BOOK FREE CONSULTATION
FAQ

Find the value hiding in your business

Do you work at the fund level or with individual portfolio companies?

Both. Some funds bring us in during diligence on a single deal; others run us across several portcos as a standard part of the value creation plan. The engagement flexes to either.

Can you help before we own the company, during diligence?

Yes. A pre-acquisition pricing review tells you whether pricing is upside in the thesis or a risk hiding in the margin - often before it shows up anywhere in the numbers.

How much of portfolio management’s time does this take?

A few hours across the sprint. The model is built so we do the pricing work and management keeps running the business - it’s not a project they have to staff.

Why pricing over the other value creation levers?

Speed and conversion. A pricing gain lands in the next quarter and flows almost entirely to EBITDA - where your exit multiple amplifies it. Acquisition takes a year and burns CAC; cost cutting hits a floor and starts eating growth. Pricing gets there first and keeps the most.

How do you structure a fund-wide program versus a one-off?

For a single portco, it’s a base fee plus a success fee tied to the Year 1 uplift. For a portfolio program, we run the same disciplined method across companies and structure the commercials to match how the fund thinks about value creation.