Growth & pricing
Price discipline by segment and a growth plan built on cost-to-serve truth.
- Case studies
- 3
- Insight pieces
- 3
- Practice leads
- 5
Pricing work starts with cost to serve: order sizes, delivery terms, engineering support, and the customers those costs never show up in a price list. Segments are rebuilt on that truth, then prices follow — usually upward, always with a story the sales team can tell.
Growth engagements cover where to play: which applications, which regions, which adjacent products. The plan lands as a resource decision, not a slide — hiring, tooling, and channel commitments with dates.
The method in three moves
- 01
Cost to serve, honestly
Full cost-to-serve model per customer and order, including engineering hours the ERP hides.
- 02
Rebuild segments
Segments defined by economics and needs, then price fences and a story for every move.
- 03
Commit resources
Growth plans end as hiring, tooling, and channel decisions with owners and dates.
Industries where this capability has run
Case studies using this capability
Kesselmann Werkzeugbau
Family-owned tooling and precision components group, 14 plants
+210 bps gross margin
Strandline Robotics
Industrial robotics integrator, 180 deployments
+9% service revenue share
Brightpath Audio
Consumer audio hardware brand, two product families
Bill of materials cost: 100 to 91 % vs plan
Insight on this capability
Who leads this capability
Arun Malhotra
Partner · London
Operational diligence and portfolio moves in metals and chemicals
transactions-and-carve-outsgrowth-and-pricing
Dana Whitfield
Partner · Chicago
Margin recovery through pricing and cost-to-serve truth
growth-and-pricingoperations-performance
Marcus Feld
Partner · Munich
Automation investment cases and integrator economics
growth-and-pricingdigital-and-data
Talk to a partner before you write the plan
Describe the decision in front of you. A partner who has run it replies within two business days — with questions, not a brochure.