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From hidden upside
to captured value.

Three ways to help a portfolio company surface its best pricing opportunities, estimate the revenue and EBITDA upside, and capture it.

Three ways to engage

Surface it. Size it.
Capture it.

Start with the question you need answered: Where are the pricing opportunities? How much are they worth? What will it take to capture them?

Fastest starting point01

$1K

Portco Pricing Opportunity Workshop

A focused 90-minute working session with Tom and the portfolio company leadership team to uncover and prioritize the pricing opportunities most likely to move revenue and EBITDA.

Timing90 minutes

Best forAnnual planning · New acquisitions · Pricing questions

  • Align on the business strategy, growth priorities, and constraints
  • Pressure-test pricing, packaging, discounting, and monetization
  • Identify three to five high-potential pricing opportunities
  • Leave with prioritized next steps and the data needed to proceed
Book a pricing workshop
Quantify the upside02

$5K

Pricing Upside Report

A sponsor-ready estimate of the revenue and EBITDA upside available at one portfolio company—and the pricing levers most likely to create it.

Timing10 business days

Best forPortfolio screening · Pre-IC · Value-creation planning

  • Review current pricing, packaging, discounting, and market context
  • Estimate the potential revenue and EBITDA upside range
  • Identify the highest-impact levers and key assumptions
  • Deliver sponsor-ready findings and a recommended action plan
Estimate a portco's upside
Capture the value03

Starting at$50K

Pricing Transformation

Using the Pricing Upside Report as the starting point, I work alongside the portfolio company to design, implement, and measure the changes required to capture the identified upside.

Timing10–16 weeks

Best forSponsor-backed execution · Material EBITDA opportunity

  • Validate the upside with customer, deal, and financial data
  • Redesign pricing, packaging, discounting, and commercial policies
  • Build the implementation and customer-migration plan
  • Enable sales, launch the changes, and establish governance
  • Track realized revenue and EBITDA impact for the sponsor
Discuss a transformation

When to bring me in

The moments where pricing can change the value-creation curve.

Commercial diligence on a target company

The first 100 days after acquisition

A portco missing growth or EBITDA targets

Margin leakage from discounting or weak governance

A new product, AI offer, or move upmarket

The engagement

Investor-grade case.
Operator-grade
execution.

01 / Diagnose

Align with the sponsor and management team on the value-creation thesis, constraints, and evidence required.

02 / Quantify

Size the opportunity and build the pricing, packaging, and financial case.

03 / Execute

Drive launch, enablement, migration, governance, and performance tracking inside the portco.

Not sure where to begin?

Start with one
portfolio company.

I’ll help you determine whether the pricing upside is credible and what it would take to capture.

Discuss a portco