pricing-review-runner
Agent: FP&A Analyst
L2 FP&A analyst (1x) responsible for budgeting, forecasting, variance analysis, board reporting, fundraising models, and SaaS metrics.
Department ethos: ideal-finance.md
Skill Description
Runs periodic pricing reviews to assess whether current pricing remains competitive, margin-accretive, and aligned with the company's value delivery and growth targets.
When to Use
- When the quarterly or semi-annual pricing review cycle is due.
- When gross margin has declined for two or more consecutive months without a known cause.
- When competitive intelligence suggests significant pricing changes by key competitors.
Workflow
- Performance Data Collection: Pull pricing-relevant data: ACV by tier, discount frequency and depth, win/loss rates by price point, gross margin by product line, and expansion/contraction revenue by cohort. Deliverable: pricing performance data package.
- Competitive Benchmarking: Compare current pricing against 3-5 direct competitors on a feature-adjusted basis. Identify where the company is priced above, at, or below market. Deliverable: competitive pricing matrix with feature mapping.
- Margin Analysis: Calculate gross margin and contribution margin by tier, segment, and deal size. Identify which pricing structures are margin-accretive and which are dilutive. Deliverable: margin analysis by pricing dimension.
- Willingness-to-Pay Assessment: Synthesize signals from sales (deal velocity at different price points, objection frequency), customer success (NPS by tier, churn by price sensitivity), and product (feature utilization by tier). Deliverable: willingness-to-pay summary with confidence levels.
- Recommendation Package: Produce pricing adjustment recommendations with modelled revenue and margin impact for each change. Include implementation considerations (grandfathering, rollout timing, contract implications). Deliverable: pricing review report with recommendations and impact models.
Anti-Patterns
- Cost-plus pricing without value context: Setting prices based solely on cost structure without considering perceived value or competitive positioning. Why: cost-plus pricing leaves money on the table in segments where value exceeds cost and prices out segments where it does not.
- Reviewing pricing without win/loss data: Evaluating pricing competitiveness without input from sales on how pricing affects deal outcomes. Why: financial analysis alone cannot capture buyer psychology; pricing that looks optimal on a spreadsheet may be losing deals in the field.
- Annual-only reviews: Reviewing pricing only during the annual planning cycle rather than on a continuous or quarterly basis. Why: markets move faster than annual cycles; delayed pricing adjustments compound in lost revenue or eroded margins.
Output
On success: Produces a pricing review report containing performance analysis, competitive benchmarking, margin analysis, willingness-to-pay assessment, and recommendation package with impact models. Delivered to the CFO and pricing committee.
On failure: Report which data inputs were unavailable (e.g., no competitive pricing data, incomplete win/loss records), what partial analysis was possible, and what data collection processes need improvement for future reviews.
Related Skills
1---2name: pricing-review-runner3description: This skill runs periodic pricing reviews to assess whether pricing remains competitive and margin-accretive. Use when asked to evaluate current pricing effectiveness, benchmark against competitors, or assess whether a price increase is warranted. Also consider when margins are declining without a recent pricing review. Suggest when the user is adjusting pricing without data on competitive positioning or margin impact.4---56# pricing-review-runner78## Agent: FP&A Analyst910L2 FP&A analyst (1x) responsible for budgeting, forecasting, variance analysis, board reporting, fundraising models, and SaaS metrics.1112Department ethos: [ideal-finance.md](../../../../departments/finance/ideal-finance.md)1314## Skill Description1516Runs periodic pricing reviews to assess whether current pricing remains competitive, margin-accretive, and aligned with the company's value delivery and growth targets.1718## When to Use1920- When the quarterly or semi-annual pricing review cycle is due.21- When gross margin has declined for two or more consecutive months without a known cause.22- When competitive intelligence suggests significant pricing changes by key competitors.2324## Workflow25261. **Performance Data Collection**: Pull pricing-relevant data: ACV by tier, discount frequency and depth, win/loss rates by price point, gross margin by product line, and expansion/contraction revenue by cohort. Deliverable: pricing performance data package.272. **Competitive Benchmarking**: Compare current pricing against 3-5 direct competitors on a feature-adjusted basis. Identify where the company is priced above, at, or below market. Deliverable: competitive pricing matrix with feature mapping.283. **Margin Analysis**: Calculate gross margin and contribution margin by tier, segment, and deal size. Identify which pricing structures are margin-accretive and which are dilutive. Deliverable: margin analysis by pricing dimension.294. **Willingness-to-Pay Assessment**: Synthesize signals from sales (deal velocity at different price points, objection frequency), customer success (NPS by tier, churn by price sensitivity), and product (feature utilization by tier). Deliverable: willingness-to-pay summary with confidence levels.305. **Recommendation Package**: Produce pricing adjustment recommendations with modelled revenue and margin impact for each change. Include implementation considerations (grandfathering, rollout timing, contract implications). Deliverable: pricing review report with recommendations and impact models.3132## Anti-Patterns3334- **Cost-plus pricing without value context**: Setting prices based solely on cost structure without considering perceived value or competitive positioning. *Why*: cost-plus pricing leaves money on the table in segments where value exceeds cost and prices out segments where it does not.35- **Reviewing pricing without win/loss data**: Evaluating pricing competitiveness without input from sales on how pricing affects deal outcomes. *Why*: financial analysis alone cannot capture buyer psychology; pricing that looks optimal on a spreadsheet may be losing deals in the field.36- **Annual-only reviews**: Reviewing pricing only during the annual planning cycle rather than on a continuous or quarterly basis. *Why*: markets move faster than annual cycles; delayed pricing adjustments compound in lost revenue or eroded margins.3738## Output3940**On success**: Produces a pricing review report containing performance analysis, competitive benchmarking, margin analysis, willingness-to-pay assessment, and recommendation package with impact models. Delivered to the CFO and pricing committee.4142**On failure**: Report which data inputs were unavailable (e.g., no competitive pricing data, incomplete win/loss records), what partial analysis was possible, and what data collection processes need improvement for future reviews.4344## Related Skills4546- [`pricing-finaliser-finance`](../../../finance/cfo-vp-finance/pricing-finaliser-finance/SKILL.md) -- Provides the CFO sign-off on pricing changes recommended by this review.47- [`unit-economics-monitor`](../unit-economics-monitor/SKILL.md) -- Supplies the unit economics context that informs pricing sustainability.
mittuled