The fastest lever in your value creation plan is pricing.

The lever nobody’s pulling.
Diligence
• 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
• 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.
Four moments. One lever.

Diligence

Value creation

Founder readiness

Exit readiness
What a pricing gain is actually worth
The economics change by industry
Pricing changes that show up in revenue
The value & price waterfall
Built for a portfolio, not a slide.
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.
A good fit looks like this

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.
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.
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.
Find the value hiding in your business
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.
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.
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.
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.
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.




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