Guest Blog: Hitchhiker's Perspective To Shaping A “Profit-Able” Pricing Transformation
- PPS
- Mar 31, 2025
- 2 min read
Guest Author: Stephanie Gay
Pricing transformations tend to be difficult. Where do you begin? Do you start by looking at your organization, processes, strategy, or technology? Or do you tackle all the above in parallel? How do you drive your organization to be on board with the pricing transformation? Does Generative AI (GenAI) even matter in a pricing transformation? Many questions should be considered, as your journey unfolds.
In recent years, organizations have witnessed significant financial losses and declines in customer experience due to failures in digital solutions, disjointed systems, and data inconsistencies. Efforts to tackle disruption through “piecemeal” technology implementations have proven inadequate. Many organizations struggle to deliver business impact due to factors such as an undefined future vision, a gap between strategy and execution, siloed solution decisions, decisions that often fail to account for the entire tech landscape, and misaligned resource skill sets on the program.
The cost of inaction is also immense. Businesses may be susceptible to losing sales and their competitive edge to the peers investing in digital commercial transformation, accelerating their commercial efficiency, and boosting revenue.
Companies often overlook important nuances, leading to unexpected outcomes and incremental efforts mid-program. In my upcoming breakout presentation, A Hitchhiker's perspective to shaping a “profit-able” pricing transformation, I will cover three major considerations for pricing transformations. First are the key drivers of value in these programs and how these really come to fruition—or not—in the broader capabilities of your organization. Second are the often-ignored efforts and essential technology, data, and integration design principles that should be understood before mobilizing these programs. Lastly, how do you organize your resources, including people and accelerators—such as GenAI—for successful time-to-value?
About the Author
Stephanie Gay is a senior manager at Deloitte Consulting LLP. She has more than 13 years of experience providing solutions to Fortune 500 companies and start-ups. She currently leads Deloitte’s efforts around developing and implementing sustainable pricing strategies and tactics for clients. Stephanie holds an MBA from the Wharton School, University of Pennsylvania, with a dual major in finance and strategic management, a master’s in management from the University of Maryland University College, and a Bachelor of Science in mathematics from Rensselaer Polytechnic Institute. Contact her at stgay@deloitte.com.
