One of the Fastest Ways to
Increase PortCo Profitability
We help portfolio companies find and execute pricing opportunities that increase profit.
The Problem: Most Portcos Capture Less Value Than They Create
Pricing is often the largest untapped profit opportunity in a portfolio company. Yet most management teams avoid it because they don’t know where to start, don’t know what customers truly value, or worry they’ll damage growth.
Impact Pricing helps portfolio companies identify pricing opportunities, build the business case, and execute without putting growth at risk.
A direct line to Mark to build pricing and value strategies that grow profit without losing customers. Available as a retainer or a fixed engagement.
Leadership teams leave with a clearer view of where value is being created, where it is being lost, which opportunities to prioritize, and how to capture them.
Mark has been a fantastic partner to Pacific Lake and to the search fund entrepreneurs he’s worked with. He’s a natural and talented educator. Pricing is a team sport that requires many stakeholders to be involved for success. Mark’s top-notch abilities as an educator and communicator make it easier to get everyone on the same page. It also means he can host education bootcamps for larger groups. These are very high ROI.
Federico de la Balze | Director at Pacific Lake Partners
How We've Closed the Gap
Real portfolio companies. Real numbers. Most from a single engagement.
180% price increase on a single product, with no impact on demand. ($10M legal SaaS)
30% price increase where the team had planned 13%. Zero customer pushback. $1.8M in incremental profit. ($6M services company)
9% price increase on the largest customer, $1.5M in incremental profit on one deal. ($12B Fortune 100 division)
Software price doubled, with hardware and software bundled into Good, Better, Best. ($250M restaurant tech)
Margin at Every Stage of the Hold
Right after acquisition.
A newly acquired $8M software company arrived skeptical, afraid that raising prices would cost them customers. After one day mapping the value they delivered to different buyers, the team saw how much they were undercharging and built a plan for targeted increases.
During the hold.
A $200M software distributor under heavy price pressure repositioned the whole business around helping its customers make more money. They held margin with most accounts, moved some up, and kept growing by winning new ones.
Preparing for exit.
A $90M company packaging itself for sale moved its perpetual-license customers onto SaaS while raising overall revenue and margin. The result was a cleaner, more predictable, more valuable business to take to market.
