The Voice of Pricing Leadership

Michael Hammer used to tell a story about an engineer walking across the quad who finds a talking frog. The frog says, “If you kiss me, I’ll turn into a fairy princess and be your girlfriend for life.” The engineer picks up the frog, puts it in his pocket, and keeps walking. The frog wriggles and insists, “Hey, kiss me! I’ll be your girlfriend for life.” The engineer pulls it out, looks at it, and says, “I don’t think you understand. I’m an engineer. What would I do with a gi

Article written by Ryan Walter of Jennings Executive Search https://www.jenningsexec.com/ Motivators beyond compensation — impact, visibility, and tooling It’s easy to assume that pricing professionals want the same things as anyone else: fair pay, a solid team, and a path to grow. And they do. But if that’s all you offer, you’ll still lose good people. In the conversations we have daily — across roles, industries, and career stages — the same themes come up again and again.

Eyes on the Stars, Feet on the Ground. Artificial intelligence is the latest cure for the common price—promises of margin uplift at the...

Article written by Ryan Walter of Jennings Executive Search https://www.jenningsexec.com/ How to frame the need, speak the language of...

I have a confession to make. In the past, I have held the bias that accountability is the primary problem as to why we see so much bad...

It’s easy to assume pricing experience is interchangeable. Titles look similar. The tools overlap. Everyone builds a margin model and partners with commercial. But the minute you move between business models — say, from B2B to DTC — everything shifts.

Executives and pricers aren’t just miscommunicating. They fail twice: they don’t talk often enough, and when they finally do, neither side speaks in a language the other can act on.

When EBITDA strategy matters, most pricers hand C-suites the perfect excuse to ignore them—by becoming a pricing stereotype.