Sample Core Story

Most people look at a revenue report and see targets. Hit or missed. I look at the same numbers and see customer behavior. Where did someone hesitate? Where did the price feel fair? Where did they walk away, not because the product wasn't good enough, but because we made the decision too hard for them?

Five years of pricing work has taught me that I'm not really building models. I'm trying to understand what customers are telling us through how they buy, and turning that into something the business can act on. The best pricing work isn't clever math. It's understanding value from the customer's side and finding a structure that works for everyone.

“When leadership needs a pricing recommendation, you're the one I put in the room. You have a way of making complicated analysis feel clear and actionable, and people trust your judgment.”

— Robert C.

The project that changed how my team thinks about pricing started with something I couldn't stop noticing. Our enterprise win rates were strong, but revenue per deal was quietly declining. Everyone assumed it was market pressure. I pulled three years of deal data and found that our discounting had drifted. We were giving away 15-20% on large deals out of habit. I built the guardrails, got sales leadership on board, and average deal size jumped 15% in one quarter without hurting our close rate.

“You've saved more deals than I can count by finding creative structures that work for customers and still protect our margins. You understand how deals get done, and that makes you way more valuable than a typical analyst.”

— Amanda T.

I work fast and I think in frameworks. But the part I value most now is the conversation after the analysis. Sitting with a VP or a sales leader and helping them see what the numbers mean for the decision they're about to make. That's where the work gets interesting.