Adrienne Gordon is the CEO of PriceSpace and founder of Pricing Empowered. With more than 25 years of pricing experience, she helps organizations combine pricing strategy, organizational change, and AI adoption to improve commercial performance.
In this episode, Adrienne and Mark explore what happens when pricing teams become half human and half AI. They debate whether AI can ever make pricing decisions on its own, why “humanless negotiation” may be closer than most companies realize, and how pricing leaders can use AI to strengthen—not replace—human judgment.
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Why you have to check out today’s podcast:
- Learn how to build a pricing team where humans and AI each do what they do best.
- See how pricing analysts, managers, and executives can use AI to make smarter decisions—not just write better prompts.
- Discover why AI buyers and humanless negotiations are closer than you think—and what pricing leaders should do now.
“Always offer versions. Put three things on the table so your customer chooses between you and you; not you and your competitor.”
— Adrienne Gordon
Topics Covered:
01:45 – AI Won’t Replace Pricing Teams. It’ll Redesign Them. Discover which pricing responsibilities AI can handle today—and where human judgment still matters most.
03:25 – Stop Using ChatGPT Like Google. Learn Adrienne’s simple framework for turning AI into an experienced pricing partner instead of a search engine.
05:15 – The Pricing Work AI Should Already Be Doing. See how AI can clean data, uncover pricing insights, build value calculators, and automate repetitive analysis.
07:00 – How Pricing Leaders Should Use AI. Explore how managers and executives can use AI to test pricing strategies, positioning, and competitive scenarios.
09:15 – Don’t Trust One AI. Make Them Debate. Why Adrienne uses multiple AI models to challenge each other’s thinking and produce better recommendations.
12:05 – Building a Pricing Team That’s Half Human, Half AI. Learn how to redesign pricing roles so people and AI each focus on what they do best.
15:20 – The One Decision AI Still Can’t Make. Mark and Adrienne debate why accountability—not intelligence—is AI’s biggest limitation.
17:00 – Humanless Negotiation Is Coming. What happens when AI buyers negotiate with AI sellers—and how it could reshape commercial pricing.
21:10 – Buying AI Isn’t an AI Strategy. Why companies need a clear adoption plan before investing in more AI tools.
24:10 – The Pricing Advice That Never Gets Old. Why offering three options helps buyers compare your solutions instead of your competitors’.
Key Takeaways:
“Stop using AI like Google. Give it a role, give it context, then give it a task.” – Adrienne Gordon
“Stay in the same thread. Keep giving it feedback. It gets smarter.” – Adrienne Gordon
“When in doubt, put multiple AI agents against one another and let them check each other’s work.” – Adrienne Gordon
People & Resources Mentioned:
- PriceSpace – Adrienne Gordon’s pricing consultancy focused on AI adoption and commercial excellence.
- ChatGPT – Used throughout the discussion as an example of AI for pricing analysis and strategy.
- Claude – Discussed as one of Adrienne’s preferred AI tools for analytics and executive presentations.
- Manus – AI platform Adrienne frequently uses for research and strategic intelligence.
- DeepSeek – Mentioned as a strong AI platform for pricing analytics.
- Perplexity – Mark references using it alongside ChatGPT and Claude for research.
- McKinsey – Referenced in discussing research predicting the growth of AI-driven negotiations.
Connect with Adrienne Gordon:
- Website: https://pricespace.com
- LinkedIn: https://www.linkedin.com/in/adrienne-gordon-0a93129/
Connect with Mark Stiving:
- LinkedIn: https://www.linkedin.com/in/stiving/
- Email: [email protected]
Full Interview Transcript:
(Note: This transcript was created with an AI transcription service. Please forgive any transcription or grammatical errors. We probably sounded better in real life.
Adrienne Gordon
When you can, always offer versions. Whatever you do, put three things on the table when you’re pricing, because you want to be your own competitor versus being a competitor against somebody else.
So make the choice between you and you versus you and them.
[Intro]
Mark Stiving
Welcome to Impact Pricing, the podcast where we discuss pricing, value, and how buyers decide.
I’m Mark Stiving, and I help companies understand and shape their buyers’ willingness to pay. Our guest today is the one and only Adrienne Gordon.
Here are three things you want to know about Adrienne before we start.
She is the CEO of PriceSpace and founder of Pricing Empowered with more than 25 years of pricing experience.
She led Parker Hannafin’s early strategic pricing initiatives that meant she dealt with more than 130 operating companies. She combines pricing science, organizational change management, and AI adoption strategies to help companies improve pricing outcomes.
Welcome, Adrienne.
Adrienne Gordon
Thanks for having me, Mark.
Mark Stiving
I need to write shorter intros.
So today I wanted to talk to you about AI. I think I saw a post that you had on LinkedIn that said, hey, you want to learn how to use AI for pricing.
And so I find this whole AI thing fascinating. So you okay?
Let’s talk about that today.
Adrienne Gordon
Sure. Yeah. I also find it fascinating. It’s a new intellectual challenge for sure.
Mark Stiving
Yeah. And it changes constantly.
And so how would you suggest, I didn’t ask you this before we start, but how would you suggest we think about this?
Because I’ve not spent enough time thinking about how to structure talking about using AI in pricing.
So what makes sense to you?
Adrienne Gordon
So I’ve spent a lot of time thinking about AI and pricing.
So mostly it was self-preservation. So a couple of years ago, I was, you know, just kind of dabbling and I started thinking through, like, this is going to replace management consulting.
And that was when AI was, like, moving at a snail’s pace. And so kind of got obsessed with just getting ahead of it, really, so that I could understand where I fit, how I could create value for my clients as it evolved.
And so actually, I use a very specific structure that I use in my framework for consulting.
So in my consulting framework, basically, I look at pricing as having four activities.
So you strategize, you execute, you analyze and you optimize. It’s pretty simple, right?
And around it, I look at organizational behaviors, so developing a culture of value, right?
And then making sure that there’s an alignment of goals across the organization, different functions, and then making sure there’s policy process that enables the whole structure, that there’s analytic capabilities, that the sales team’s ready to talk value, and there’s market intelligence, and then there’s a way to pull it all together, which we call synthesizing.
And so I’ve been thinking about it a lot. If you think about what AI can do today already in pricing, it’s basically taking over almost all of those activities in the framework.
It’s not going to replace building a culture, right?
So humans still need to do that, but it can actually build strategy and alignment objectives for sure. It’s not going to define policy, but it certainly is going to enable it in process, for sure.
It’s going to build the analytics capabilities. It helps with sales readiness. It doesn’t take it over, but it helps.
And it also does phenomenal market intelligence. Phenomenal.
And then, you know, the synthesized, that’s where the pricing professional lives. So it’s going to take over maybe five of the eight, or it can be used to enable five of the eight activities.
Mark Stiving
Okay, so I am a pricing analyst. I’m sitting down in front of my ChatGPT. What am I typing into chat GPT? How am I going to get promoted?
Adrienne Gordon
How are you going to get promoted?
Well, see, the first thing is like, you know, just to take you to AI 101 for pricing, I think most people still use AI as like, hey, can you write me a letter or, you know, or Google on steroids?
Like, can you go Google this question I have? And that’s not the right way to use it.
So in ChatGPT, the first thing you need to do is you need to give the agent an assignment.
You are and you tell it what it is, right? So if you are a pricing analyst and you want to tap into the pricing analysts of the biggest strategy consulting firms with the big brand names that have been seasoned for years or that have the capabilities of the price optimization software, that’s what your start.
So you just say you are a pricing analyst with X years of experience. You’ve worked for this company. You can even actually point out experts and their names, right?
So I want to have the same experience as Mark and Adrianne. And so you are going to use those skills. Then you give it context. So we’re doing a study on this product line. We want to come up with this.
And so once you give the role, the context, then you give it the tasks. And then you say, go ahead and, you know, run this analysis for me.
So at that point, you know, you can point it to whatever spreadsheet and let it have at it.
Mark Stiving
So I think the hardest part for me, the first two parts that you described were what we would see in prompt engineering.
So anybody who did some research would say, hey, I get it. I know I need to do this.
For me, the hard part is what do I ask it to do? I mean, I’m happy to share what I ask it to do all the time, but I’d love to know what you ask it to do and what should a pricing analyst actually ask it to do?
Adrienne Gordon
Well, I think, you know, they’re simple analytics that you can train and stay in the same thread. So for instance, you might want to look in margin causality or outlier analysis, or you might want to clean data, right?
Like pricing analysts are trying to clean data all the time.
So I want you to take this huge data set and I want you to throw out, you know, specific records. You can ask it to do segmentation analytics, right?
So, you know, write the Python to help me understand which specific segments of customers or products or services seem to behave differently.
So it really depends, I think, on the context. Or if you’re looking to build a value-based pricing calculator, you can have it to do that as well.
So I think it’s context. For me, I’m not sure if there’s something more general that you would recommend.
Mark Stiving
No, no, no. I think that’s awesome.
And so as we move up the job chain, I guess, you get a pricing manager, a pricing director, someone who cares more about pricing strategy.
What are the types of tasks they could ask?
Adrienne Gordon
Yeah, so that’s where we bring in intelligence for sure, but also, you know, thinking through segmentation.
So that’s typically where I would say, you know, go be a big brand name strategy consultant.
And I want you to think through this new product launch. And I want you to think through the positioning. Where would you place it? How would you create different versions and offers?
And, you know, give me five different ideas, give me the pros and cons in each one of them, and actually walk me through game theory and what’s the likely pushback in the market from the customer, the competitor, and then once you go through those series of events, give me the optimal recommendation.
Mark Stiving
I love all of those.
So I’ve done these enough to know that AI is often stupid.
So how is it that you recommend someone read something and say, yeah, let’s redo that, or that’s not good enough, or we’re going to keep pushing on it?
Adrienne Gordon
So first of all, I don’t think all of the platforms are equally stupid. So I’m finding some of them are a lot less stupid than others.
And unfortunately, I think a lot of organizations are limiting themselves to the platforms that are err on the side of more stupid. They’re not going into the smarter tools. That being said, so if you stay in your same thread, you’re going to be able to train it, right?
So, you know, this is about giving feedback. I like to think of the actual agents as my children. So my children are, you know, highly educated. They’ve got lots of knowledge. They’ve got great ideas, but they have very little experience, right? They’re just, you know, finishing school right now.
And so you’ve got to give feedback. You’ve got to challenge it. And then it gets better. And so that’s what I would do is stay in the same thread when you’re doing similar activities and continue to give it that feedback. It will get smarter.
Mark Stiving
Okay, you forced me to ask the question, which ones are better?
Adrienne Gordon
I evolve all the time myself.
So we spent a lot of time, you know, just using like vibe coding through like Bold New. Then I evolved into Manus. Manus is still a go-to for me. Spent a ton of time on Claude.
Now dabbling with some of the Olama, you know, tools like DeepSeek.
So, you know, it also depends on what you’re trying to do, right?
So DeepSeek is a really good analytics platform where something like Manus could be really great for intelligence.
Mark Stiving
And I’ve even heard of a couple of those. I live on ChatGPT, Claude. That’s pretty much Perplexity.
Adrienne Gordon
Yeah. And so ChatGPT, like that’s kind of where I started actually building custom GPTs.
And so there’s a place for that. And sometimes I will go back to it, but you know, here’s the big thing, Mark, that I found, and it also answers your previous question. When in doubt, put multiple agents against one another, have them check each other’s work. And it’s really interesting. I find that they get a little competitive nature.
And so if you put them checking each other’s work, they get a little bit like maybe even offended, but they’ll actually start driving better results and they’ll give each other feedback.
So it’s just like collaborating, right? If you had people in the room and you know, you were saying, here’s my idea and somebody else says, well, I see that, but you know, you might want to consider this. You can get your agents to do the same thing.
Mark Stiving
Do you copy and paste one answer into the other? Is that how you do it? Or do they actually talk to each other?
Adrienne Gordon
We used to.
We’re actually getting to the point where we have platforms that we can get them to talk to one another. Yeah.
Mark Stiving
Nice. Nice.
So when I said they’re stupid, I actually meant I know they’re not being as clear with my content as they should be.
And I don’t mean writing wise. I just mean analyzing it. It’s like, no, no, no, that just wasn’t right. And so I find that really problematic.
And so I really and truly don’t trust any of them.
Adrienne Gordon
Do you ask it to prove it to you that I got it right?
Mark Stiving
I don’t, but I’m not sure that I would know how.
So things like create a good, better, best platform for this, right? And the way it does it is just horrible. She’s like, no, that’s not, not reasonable.
And so we go back in and we play with it several times and eventually it comes, we come up with together.
And by the way, always together we do a better job than either of us does alone, which is what I find so fascinating, right?
So important to all this.
Adrienne Gordon
Well, and, you know, as an expert, one of the premier experts in pricing, Mark, you know, you got to think that your knowledge is the, you know, ultimatum out there, right?
So the bots are chasing to be you and haven’t superseded you yet. So it makes sense to me that together you’d be collaborating at that level.
Mark Stiving
Yeah, but what I find, thank you very much, by the way, I give it my content.
And I say, here’s how to think, and it won’t think that way. So obviously my content’s not very clear. Okay.
So how else are we going to use AI? So we’re moving up the chain. I assume the next level is going to be more executive level and organizational structure.
Adrienne Gordon
That’s where I would think so as well.
I think there’s organizational structure. I think there is, how do I create a pricing organization, right? That is half machine, half human.
So there’s some collaboration there. There is the how do we optimize across the different functions, right?
So, for instance, you know, we’re working with clients on actually, you know, bridging supply chain technology into pricing technology. And, you know, because we can do that now for very inexpensive. Yeah, similar.
Mark Stiving
And, you know, we’re back to that issue of how do we decide what are the right tasks to ask?
And I think probably when you get to the executive level, there isn’t a clear set. You’re probably trying to figure that out on the fly.
Adrienne Gordon
I mean, I would say, you know, this is evolving so quickly.
We’re trying to figure out most of this on the fly as we go, right? Because every, we’ve been really deep in pricing and partner price space probably for two years, you know, dabbling a little bit longer than that.
And just the rate of change has been astounding. So while I think we have, you know, basic everyday, you know, analytics that we’re going to be doing and strategy, even integrating you know, analytics into PowerPoint.
So, you know, Claude will actually just do things in Excel and then throw it into an executive deck for a board meeting. But everything else, it’s literally every day we’re finding something new to do, to use the tools with. We’re learning about new platforms. It’s just changing.
Mark Stiving
How much time do you spend doing versus learning?
Adrienne Gordon
Ooh, that’s a good question.
Well, I’m in a time of life, right? I’m recently an empty nester. So this is my hobby.
This is what’s fun for me. So I would say, and this would be true for my husband too. So he’s equally obsessed with AI and he works in the company with me.
So the two of us are probably spending 15 hours a week learning, I would say at this point, which has been really fun. And we’re learning together and we’re showing each other really cool things.
But then if you look at how much we’re actually using it in our client activity, you know, let’s say we’re putting 25, 30 hours a week towards clients.
And I would say a good portion of that time we’re using AI either on our own to help build the decks for board meetings or whatnot, or to actually train and show our clients how to do the same things themselves.
Mark Stiving
Nice, nice.
So one of the realizations I had recently about AI, and I’d love to bounce this off of you and see what you think, and that is, it feels to me what’s holding AI back is the fact that it can’t take responsibility for decisions.
Adrienne Gordon
Ooh, interesting.
Mark Stiving
And so, yeah, we trust it, we love it, you know, it gives us great answers, but if they made a bad decision, who are you gonna fire?
Adrienne Gordon
Mm-hmm, that’s an interesting take.
So I hadn’t really I hadn’t thought about that as the reason I always was thinking it was more self-preservation. Right.
So like bigger company I.T. departments are still very, very cautious. But yeah, I mean, it’s very valid. Right. I think that will hold for a little while. I don’t think that will hold forever. Right. I think, you know, at some point, this adoption is just going to break through.
Mark Stiving
Yeah, it seems like there’s going to be a level of, what do you want to call it? The risk level of a decision that we’re going to let AI make the decision here and then we’re going to let it grow a little bit and grow a little bit.
But eventually there’s a CEO responsible to the board and the CEO is not going to say, hey, AI told me to do this. Right.
Adrienne Gordon
So this is what I think is fascinating.
So, you know, on the supply chain side, buyers, right, there’s buying groups now that are pushing for this idea of humanless negotiation, right? That’s coming.
And like, there’s a McKinsey study that, I don’t remember the statistic, but it’s an astounding number.
By 2027, percent of negotiations are supposed to be happening by bots. And I think that the buy side, they’re going to push that as fast as they can because it drives price transparency, right?
It’s going to be a race to the bottom. And the sell side is going to be really, really slow.
Our team, right, is going to want to protect the value propositions. And so the argument that the decision is the gatekeeper of that is fascinating to me.
And it might be a good pushback, right, that we can’t let the bots make the decisions. But it’ll be interesting to see how that evolves in the next two years.
Mark Stiving
Yeah, so I was actually going to ask you about the buyers as AI for a second, because Stephen Forth and I talk about this quite often, and we all have very different opinions about what’s going to happen and how fast it’s going to happen.
But what do you think is going to happen as buyers are replaced with AI or AI becomes buyers?
Adrienne Gordon
So this keeps me up at night, Mark, because I do think it’s going to happen.
I think that we’re in a very dangerous place right now regarding this, right? So this is one of the AI things that I’m worried about. I think there’s one of two possible outcomes when that happens.
One is the bots start to basically, you know, chat and it becomes a price war, right? That’s it.
And so we race to the bottom. Industries shrink. We see, you know, small businesses go out of business. It gets really ugly. So that’s one.
The other is they start to collude. Let’s start colluding, right? I don’t think companies are talking about this enough, by the way. I think that this is going to be really important that companies get ahead of collusion and bots, you know, basically doing some things that are illegal.
But I also think that it could result in bots basically saying, ‘Hey, this company’s best at this and this company’s best at that. Let’s all niche them out.’
So it could possibly be like everybody just finds their niche and kumbaya and we are abundant all over. I don’t know.
Mark Stiving
Okay, I’m just going to disagree with everything you just said.
Adrienne Gordon
Is that okay? That’s fine.
Mark Stiving
I mean, nobody knows it’s the future, so we can say anything we want.
So I think we’re back to, A, are we going to trust bots to make the decision? Right?
So who’s going to be responsible? But to me, the bigger issue, at least in the world that I live in mostly, is every buyer is different. Every buyer has a different set of problems.
And so Steven Forth right now is working on value IQ and they’re trying to figure out what’s the proposal he’s got that’s got, we’re trying to standardize the way you put value into a decision tree.
And really interesting, but the problem is those values are more KPIs or value drivers. And if you think about that, there’s really two or three layers deep of a problem before you ever get to a value driver.
And so now every time a buyer has a problem, they’ve got to figure out what’s the best solution to that problem.
And I don’t know how they’re going to get that on AI. I don’t know they’re going to get that on public information.
Adrienne Gordon
Yeah, so I think, first of all, I tend to do more B2B, right? And I think I’m earlier in the supply chain than you guys usually are working.
So I think that when you’re in a commodity, right, it’s pretty easy. And then you get one step away from a commodity, it’s a little bit harder, but it’s still there, right?
So as we go through the supply chain, I think what’s gonna happen is it’s gonna hit my world first, and it’s gonna hit your world later.
But as that’s happening, right, the AI is gonna be evolving. And so it’s gonna be learning from earlier in the supply chain on how to do that.
So that, you know, so my world, I do think it’s going to happen. I think it’s going to happen in the next 12 months that we’re going to start seeing some humanless negotiation.
So it might be a couple of years out for, you know, for sure when we get to B2C, but further down.
Mark Stiving
Yeah. Okay.
I actually don’t think so. I think B2C is easier to do than B2B. I think B2B is really hard.
Let me say that differently. I think B2B, but we’re not talking about components, right? If I’m going to sell components of manufacturing, now I can get a bot to negotiate that all day long, right?
But if I’m going to sell a new software application to do something or a new piece of hardware to do something different than we’ve never done before, I don’t see how AI pulls that off quickly.
Adrienne Gordon
Yeah, I agree with you. I do.
But it’s going to take longer because there’s going to have to be learning to get there.
Mark Stiving
Yeah.
Adrienne Gordon
But again, if you just look at the rate of change of evolution last two years, I mean, it’s just been astounding.
So it’s hard for me, because I’ve been watching it so closely for two years, to not imagine the capabilities two years from now are just, I can’t imagine what they’re going to be because of what I’ve seen the last two years.
Mark Stiving
And aren’t you glad you’re almost retired?
Adrienne Gordon
So I’d like to know that I’m capable of being retired. I’m probably going to play for a little while.
But yeah, I mean, in a way, yes. I think, again, the security of knowing that I don’t need to feed myself, you know, is really nice.
But it’s also like, what a time to be alive, right? You know, as I mentioned, this has been a great intellectual challenge for me. I’ve been doing pricing so long. I know how to do pricing. Right.
And then suddenly AI came in. It was like, oh, I don’t know how to do this.
And so there are such profound implications on what it could mean for business in a good, very positive way. If we do it the right way, it also could have really bad ramifications.
So I do think those of us that are a little bit more senior and understand that have some moral obligation, right, to help sherpa this in the right way.
Mark Stiving
That’s kind of funny.
I think those of us who are subject matter experts can do well for a long time, for a while. But I really worry about kids coming right out of college, right?
Because my AI can probably do as well as they could do, if not better. So it’s going to be tough to see where that goes.
Adrianne, this has been fun. What have I not asked you that I really want to ask? I should have asked you about AI.
Adrienne Gordon
Well, I think, you know, what do organizations need?
And I think, you know, they do need to build structure around how they’re going to roll this out.
And I think a lot of them are just kind of like, OK, well, let’s try cold pilot and see what happens. And they’re not really building out long term plans. They’re not really understanding, like, the scale of what could be right. Like the vibe coding. We have a couple of companies that we cross that are doing that.
But I’m like, literally, you can automate anything you can imagine now. And so I think it’s really the planning that I think companies are missing right now.
Mark Stiving
So I just saw an article this morning that said Uber spent their total annual AI budget in the first three months.
So the ROI question is a really big deal. How are we going to spend this money and how do we control it if we’re not getting return or we can’t measure return?
Adrienne Gordon
Right. Agreed.
Mark Stiving
This is a really tough, tough call.
So you and I think about value a lot. And so how does someone say I’m gonna buy AI when you can’t articulate the value you’re gonna get?
So essentially what you said is you should buy it and you should play with it and figure out where you’re gonna get value, but that’s not the way we sell value.
Adrienne Gordon
What I’m saying is you should plan, right? And so you should be able to know what your budget is. You should be able to know what’s your long-term plan. I hate to say it, there is an FTE conversation here, right?
But there’s also, you know, what can I do better from a strategy standpoint, from, you know, an analytics standpoint? There’s also the risk if everyone else is doing it commercially right now, by the way, and we don’t do it, there’s huge, huge long term just risk of being solvent, I believe.
So I do think that companies that don’t adopt specifically in the commercial space are going to be hugely disadvantaged.
Mark Stiving
I think the problem I see today is I don’t know what ‘do it’ means. And I don’t think any other company knows what ‘do it’ means.
Adrienne Gordon
Yeah, that’s true.
Mark Stiving
And so we buy AI and we try a whole bunch of different things and we hope that this works or we hope that works and we don’t really know what we’re supposed to be doing yet because it’s so powerful. It can do so many different things.
Adrienne Gordon
Yeah, well, and I come back to, you know, when I talk about pricing, like the analytics and automation, all that is kind of like run of the mill to me.
But the intelligence is what I’m finding so compelling. So even in B2B where, you know, clients will say, oh, it’s a very, you know, very cloaked industry we are. No one knows what anybody’s price is or whatever.
And then five minutes later, I’ll be like, here you go. Like, you just need to know, like, how to prompt, where to tell it to go.
And it can find out prices from, you know, industries that typically were not transparent. And that’s going to change behavior commercially in ways that I can’t even imagine yet. Right.
And so I know that we’re early on on this right now, but a year from now, you’ll be able to pick up your phone. And what’s the likely way my competitors are going to be pricing this? So either they’ve changed or they’re in trouble because the bots will know.
Mark Stiving
Yeah. Fascinating. Adrienne, we are out of time. Let me ask you the final question.
Even though we didn’t really talk about pricing all day today, what’s one piece of pricing advice you’d give our listeners that you think could have a big impact on their business?
Adrienne Gordon
Well, we’ve talked about fear before, so I won’t talk about that today.
I think the big thing for me is my favorite thing to do in pricing and something I use with every client is when you can always offer versions.
Whatever you do, put three things on the table when you’re pricing because you want to be your own competitor versus being competitive against somebody else.
So make the choice between you and you versus you and them.
Mark Stiving
Yeah, and the buyer wants to have confidence in the decision they make, so they have to make a choice. They don’t want to just trust you. So give them a choice. That’s great advice.
Adrienne, thank you so much for your time today. I love the conversation. If anybody wants to contact you, how can they do that?
Adrienne Gordon
So my email’s [email protected]. You can find me on my website, so www.pricebase.com.
And you can find me on LinkedIn.
Mark Stiving
Awesome.
And to our listeners, thank you for your time today. If you have any questions or comments about this podcast or pricing in general, feel free to email me [email protected].
Now go make an impact.
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