Price fx, Inc. blog

Pricefx named a Leader in the IDC MarketScape | Pricefx

Pricefx — Tue, 28 Jul 2026 13:59:39 GMT

Pricefx, a provider of AI-powered, cloud-native pricing software, today announced it has been named a Leader in the IDC MarketScape: Worldwide B2B Revenue and Profit Optimization Platforms 2025–2026 Vendor Assessment (doc #US52034524, Dec. 2025). We believe this recognition reflects how customers rely on Pricefx to maximize margins, increase profits, and close better deals.

According to the report, companies should “consider Pricefx when rapid time to value, scalability, and configurability are top priorities and enterprises want to operationalize AI-driven pricing quickly through packaged, industry-specific use cases and a large library of prebuilt agents that embed directly into CPQ, agreements, rebates, and price-setting workflows, supported by a self-service platform layer for integrations and data administration.”

It also notes that “one customer commented that during the vendor demo, they asked Pricefx to add an attribute to the pricing logic, which the team was able to configure live in 10 minutes.” We believe this highlights how customers can deploy Pricefx Agents in weeks, identify low-hanging fruit, and gain measurable financial benefits almost instantly.

Pricefx’s cloud-native platform is designed to deliver rapid time-to-value with explainable, agentic AI for enterprise pricing and commercial execution. The platform enables enterprises to operationalize AI-driven pricing at scale, helping them move beyond legacy spreadsheets and static models toward real-time, data-driven revenue and margin optimization.

“In today’s volatile market condition, smarter and faster pricing decisions are no longer a nice-to-have. These decisions can make or break a company’s financial results, but only if companies can act as fast as the market shifts, and at scale,” said Lindsay Sanchez, Chief Marketing Officer at Pricefx. “We believe this recognition from IDC MarketScape validates our focus on agentic, explainable AI that delivers measurable outcomes fast, while integrating seamlessly into the systems commercial teams already use.”

As pricing evolves into a core component of end-to-end commercial orchestration, we believe Pricefx addresses market demands with a platform designed to embed intelligence directly into pricing, CPQ, agreements, rebates, and execution workflows.

To read the IDC MarketScape excerpt and learn more about how Pricefx can optimize pricing, visit https://learn.pricefx.com/idc-marketscape-2026

About IDC MarketScape

IDC MarketScape vendor assessment model is designed to provide an overview of the competitive fitness of technology and service suppliers in a given market. The research utilizes a rigorous scoring methodology based on both qualitative and quantitative criteria that results in a single graphical illustration of each supplier’s position within a given market. IDC MarketScape provides a clear framework in which the product and service offerings, capabilities and strategies, and current and future market success factors of technology suppliers can be meaningfully compared. The framework also provides technology buyers with a 360-degree assessment of the strengths and weaknesses of current and prospective suppliers.

About Pricefx

Pricefx is the global leader in AI-powered B2B price optimization and management for enterprise manufacturers and distributors. The Pricefx Enterprise Pricing Intelligence Platform brings together connected pricing Agents, AI-driven price and deal optimization, and core capabilities including price setting, quoting, rebates, agreements, and sales guidance to enable organizations to turn pricing into a strategic growth lever. Embedded within leading enterprise ecosystems such as SAP and Salesforce, Pricefx integrates pricing intelligence directly into systems teams use every day, helping to align pricing strategy with deal execution at scale. Since pioneering cloud-native pricing more than a decade ago, Pricefx has delivered the industry’s fastest time to value, with customers typically activating in under six months and achieving an average first-year ROI of 15X. Learn more at www.pricefx.com.

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Source: originally distributed via Business Wire on January 27, 2026.

Pricefx Named a Leader in the 2026 Gartner Magic Quadrant

Pricefx — Tue, 28 Jul 2026 13:22:30 GMT

Pricefx, a global leader in pricing intelligence for B2B enterprises, today announced it has been named a Leader in the 2026 Gartner® Magic Quadrant™ for B2B Pricing and Rebates Optimization Software. This marks the inaugural edition of the report evaluating vendors in this category and it positions Pricefx in the Leaders quadrant based on the company’s execution and vision.

“We believe this recognition in the first Gartner Magic Quadrant for our category underscores the strategic role of pricing in today’s volatile global economy,” said Ronak Sheth, CEO of Pricefx. “Organizations are navigating constant disruption, from inflationary pressures, tariffs, and supply chain shocks, and need intelligent, AI-driven systems that enable real-time response. Pricefx was built for this.”

To us, Pricefx’s positioning in the Leaders quadrant reflects its ability to support a broad range of pricing use cases across industries. In the report, Gartner noted “Leaders have the Ability to Execute their vision through products, services and demonstrably solid business results in the form of revenue and earnings. Leaders have significant successful customer deployments with multiple proofs of large-scale deployments. They achieve consistently above-average customer experience satisfaction scores. They are often the vendors against which other providers measure themselves.”

We see that the report highlights a broader market shift toward enterprise-grade pricing platforms that can handle increasing complexity, including dynamic pricing, rebate management and AI-powered optimization.

“As pricing becomes a core lever for growth and margin protection, companies are moving toward platforms that unify strategy, execution and intelligence,” said Lindsay Sanchez, Chief Marketing Officer at Pricefx. “We believe our placement in the Leaders quadrant reflects our continued investment in AI innovation and our commitment to helping customers move beyond spreadsheets and unlock significant margin improvement.”

This designation follows Pricefx being named a Leader in the IDC MarketScape for Worldwide B2B Revenue and Profit Optimization Platforms earlier this year, which in our opinion marks a consistent pattern of industry recognition for the company’s innovation and market vision.

To learn more about Pricefx’s position in the 2026 Gartner® Magic Quadrant™ for B2B Pricing and Rebate Optimization Software, visit https://learn.pricefx.com/magic-quadrant-for-b2b-pricing-and-rebate-optimization-software.

Gartner Disclaimers

Gartner, Magic Quadrant for B2B Pricing and Rebates Optimization, By Mark Lewis, Luke Tipping, 13 April 2026.

Gartner does not endorse any vendor, product or service depicted in its research publications and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

Gartner and Magic Quadrant are trademarks of Gartner, Inc., and/or its affiliates.

About Pricefx

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Cathy Summers

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Source: originally distributed via Business Wire on April 16, 2026.

Pricing Software | Guide | Pricefx

by Sara-Marie Gansert — Thu, 23 Jul 2026 12:13:35 GMT

Pricing software is the category of software used to set, govern, optimize, execute, and monitor prices across products, customers, channels, contracts, and quotes.

It sits between pricing strategy and transaction execution: centralizing pricing logic, applying rules and models, and delivering prices into the systems where selling happens.

If you search for pricing software today, most of what you find describes a tool that tracks competitors, automates discounts, and adjusts prices in real time.

That is a legitimate use case. It is also almost entirely focused on e-commerce and retail, where pricing means public-facing list prices that can change by the hour.

For pricing managers in manufacturing, distribution, or chemicals, the problem looks nothing like that.

It is about managing thousands of customer-specific prices, governing discount behavior across a sales team, and making sure the right price reaches the right system at the moment a quote is built.

This article gives you the category map, the evaluation framework, and the B2B context you need to find the right fit for your business.

Pricing software vs. ERP, CRM, and spreadsheets: why most companies outgrow their current setup

Most companies do not start with pricing software. They start with whatever they already have.

An ERP holds product and customer data. A CRM tracks deals and discounts. Spreadsheets sit in between, stitching the two together and carrying the logic that neither system was built to handle.

That setup works until it does not.

ERPs store prices. They do not govern them.

ERPs are built for transaction processing, not pricing intelligence. They can hold a price. They cannot tell you whether that price is consistent, competitive, or margin-accretive across your customer base.

There is no optimization layer, no scenario modeling, and no way to govern how prices are applied across a sales team making hundreds of quoting decisions every week.

CRMs track relationships. They are not a pricing system of record.

The better CRMs surface deal history and discount patterns. But they do not centralize pricing logic, enforce policy, or calculate the right price for a specific customer, product, and volume combination at quote time.

That calculation typically happens outside the CRM, in a spreadsheet, or in someone's head.

Spreadsheets break in three predictable ways.

They are flexible and familiar. They also do not scale as product and customer complexity grows, create version control problems that make consistent governance impossible, and are invisible to the systems that actually need the price.

Purpose-built pricing software closes that gap. It centralizes pricing logic, applies rules and models consistently, and delivers prices into the systems where decisions get made.

The four types of pricing software: and how they fit together

One of the most common mistakes enterprise buyers make is treating pricing software as a single category. It is not.

Pricing software spans four distinct capability types. Each solves a different problem. Each sits at a different point in the pricing workflow.

Understanding the four types is what separates a well-scoped implementation from one that solves the wrong problem with the wrong tool.

Here is how the category breaks down:

Type	What it does	The problem it solves	B2B example
Price analytics	Identifies margin drivers, outliers, pricing variances, and missed opportunities across your transaction data	You cannot see where margin is leaking or where pricing decisions are inconsistent	A distributor identifies that 15% of deals in a product category are being closed below floor price, with no approval on record
Price management	Manages list prices, customer-specific conditions, price lists, agreements, and mass updates across products and segments	Prices are inconsistent, hard to update, and impossible to govern at scale	A manufacturer maintains a single source of truth for 50,000 SKUs across direct, distributor, and OEM channels, with policy-controlled update workflows
Price optimization	Uses elasticity modeling, historical transaction data, scenario analysis, and AI to recommend better prices, negotiation ranges, or deal guidance	Prices are set by intuition or cost-plus logic rather than what the market will actually bear	A chemicals company models willingness-to-pay by segment and product family, identifying where margins can be improved without volume risk
Price execution	Calculates and delivers the right price into quoting, ordering, commerce, or contract workflows through APIs and system integrations	The right price exists somewhere but does not reach the salesperson, CPQ, or ERP at the moment the decision is made	A B2B sales team receives real-time price guidance inside their CRM at quote time, with floor, target, and ceiling visible for every deal

The strongest enterprise pricing platforms combine all four into a unified system. Analytics surfaces the opportunity. Management governs the logic. Optimization recommends the right price. Execution delivers it where it needs to go.

The value of that integration is that insight connects directly to action, without a spreadsheet sitting in between.

Not every company needs all four capabilities at the same time. Simon-Kucher's category research notes that some organizations only need analytics to start. Others have a price management problem but not yet an optimization one.

The honest starting point is diagnosing which problem is costing you the most margin right now, then building from there.

Adjacent tools: where CPQ, rebate management, and revenue management fit

The four core types of pricing software do not operate in isolation.

Most enterprise B2B pricing environments also involve adjacent tools that handle specific commercial workflows. Understanding where they sit, and where they overlap, is what prevents a buyer from duplicating capability or leaving critical gaps.

CPQ — configure, price, quote

CPQ software handles the configuration and quoting workflow. It allows sales teams to build complex product configurations, apply pricing rules, and generate customer-facing quotes.

In that sense it overlaps with price execution, but the distinction matters. CPQ is a workflow and output tool. It structures the quote and produces the document.

Pricing software is the logic layer that tells the CPQ what price to use. Without that upstream logic, CPQ becomes a fast way to produce inconsistent quotes.

Rebate and promotion management

Rebates and promotions are a material part of the commercial relationship in many B2B industries, particularly distribution and manufacturing.

They are also one of the most common sources of margin leakage. Commitments made at the deal level are rarely tracked with the same rigor as list prices.

Rebate management software handles the accrual, tracking, and settlement of those commitments. A pricing decision that ignores the rebate obligation attached to an account is not a complete pricing decision.

Price crawlers and competitive repricing tools

Crawlers monitor competitor prices across online channels and can trigger automatic price adjustments in response. They are a legitimate tool for e-commerce and retail.

In enterprise B2B, where most pricing happens through negotiated quotes and customer-specific agreements, crawlers are rarely the right primary tool.

They can provide useful market intelligence as one input into a broader pricing system. But they do not address the governance, segmentation, and execution challenges that define the enterprise pricing problem.

Revenue management software

Revenue management is a distinct discipline built around optimizing prices for perishable inventory under capacity constraints. Airlines, hotels, and freight carriers use it to maximize yield across finite, time-sensitive supply.

It shares some conceptual ground with price optimization. But it is built for a fundamentally different operating context.

If your business sells physical products or professional services on negotiated terms, revenue management software is not the right category.

How does pricing software work in B2B?

Pricing software works by connecting the data that exists across your business to the decisions that get made at the point of a sale.

In B2B, that connection involves multiple price types, multiple customer conditions, multiple channels, and multiple systems that all need to agree on the right price before a quote goes out or an order gets processed.

In practice, it works in five stages.

1. Centralize your pricing data

Pricing software creates a single source of truth for pricing logic. List prices, customer-specific prices, contract conditions, agreed discounts, rebate obligations, and channel rules all live in one place.

They no longer sit scattered across ERPs, spreadsheets, and individual sales rep memories.

This alone resolves a pricing problem most companies underestimate. The inconsistency does not come from bad strategy. It comes from pricing logic that no one can find, verify, or update reliably.

2. Apply rules and governance

With centralized data, pricing software applies the business rules that govern how prices are set and modified.

Floors protect margin. Ceilings reflect market position. Approval workflows determine who can authorize an exception and under what conditions. Segmentation rules differentiate pricing by customer tier, channel, or product category.

These rules are maintained, version-controlled, and auditable. Pricing decisions are defensible in a way that spreadsheet-based logic never is.

3. Generate optimized price guidance

For companies using price optimization capability, the system analyzes historical transaction data, win and loss patterns, elasticity signals, and market context.

It recommends better prices: not just what the floor is, but what the target should be to maximize margin without increasing volume risk.

In B2B, that guidance typically takes the form of a price corridor: a floor, a target, and a ceiling, with the reasoning visible to the sales team using it.

4. Deliver prices at the point of decision

This is where most implementations either succeed or fail. A price that is correctly calculated but not delivered to the right system at the right moment does not change commercial outcomes.

Pricing software integrates with the tools where selling happens: CPQ platforms, CRM systems, ERP order management, and e-commerce portals.

The price arrives with the salesperson building the quote, not after the fact. In high-volume environments, that delivery happens through APIs capable of processing thousands of price requests per minute.

5. Monitor outcomes and close the feedback loop

Pricing software generates data with every decision it supports. Win rates, realized margins, discount frequency, exception volumes, and deal outcomes all flow back into the system.

Without that feedback loop, pricing software becomes a static system that was configured once and slowly loses relevance as markets change.

With it, the system improves continuously and the pricing team builds genuine commercial intelligence over time.

The result is not just better prices. It is a pricing function that operates with consistency, speed, and visibility that manual processes and disconnected systems cannot deliver.

How do I price my software?

This question usually means one of two things: how do I set prices for a software product I am selling, or how do I select and implement a pricing software platform for my business.

If you are pricing a software product you sell

The most important distinction is between pricing strategy and pricing model. Strategy is the logic behind your price. Model is how customers pay: subscription, usage-based, tiered, per-seat, or hybrid.

The two decisions are related but separate. Conflating them is the most common mistake in software pricing design.

For enterprise software, value-based pricing aligned to measurable customer outcomes is the approach most consistently associated with sustainable margin. Start with understanding what your best customers would lose if your product disappeared tomorrow.

If you are selecting pricing software for your business

That is what this article is built to help you do. The evaluation framework in the section below gives you the criteria, the questions, and the implementation realities you need.

How to evaluate and choose pricing software

Most pricing software evaluations start in the wrong place. They begin with a vendor shortlist and a feature comparison matrix before the buying organization has defined what problem they are actually trying to solve.

The result is a selection process that optimizes for demo performance rather than operational fit, followed by an implementation that takes longer than planned and delivers less than expected.

A better evaluation starts with four questions.

1. What is the primary problem you are solving right now?

A business drowning in spreadsheet complexity has a price management problem. A business with consistent list prices but chronic margin erosion has an optimization problem.

A business with good pricing logic that never reaches the sales team has an execution problem. A business that cannot see where margin is leaking has an analytics problem.

Naming the primary problem before looking at software is the only way to evaluate whether a platform's strengths match your actual needs.

2. What does your current technology environment look like?

Pricing software does not replace your ERP, CRM, or CPQ. It integrates with them.

Before any vendor conversation, map your current environment: which ERP you run, how your CRM is configured, and whether you have a CPQ.

Then ask every vendor how many customers they have running that specific combination, and what the typical integration timeline looks like.

3. What are your data foundations?

Pricing software is only as good as the data it runs on. Optimization models that train on inaccurate or incomplete transaction data produce inaccurate recommendations.

Before implementation, assess honestly: how clean is your transaction data, how complete are your customer records, and how consistently have pricing decisions been logged.

The answer shapes which capabilities you can activate on day one and how much data preparation work sits ahead of the implementation.

4. What does adoption actually require?

The most common reason pricing software underdelivers is not a technology failure. It is an adoption failure.

Sales teams that do not understand the pricing logic do not use the guidance. Pricing teams that cannot explain a recommendation to a sales manager lose credibility.

The organizational change management work is as important as the technical implementation. Ask every vendor you evaluate how they approach sales enablement and what the leading indicators of successful adoption look like in their customer base.

Once you have answered those four questions, the software evaluation becomes more focused. The capabilities that consistently differentiate mature enterprise pricing platforms are: a unified data model, configurable governance with approval workflows and audit trails, explainable recommendations with reasoning attached, integration depth with major ERP and CRM platforms, and scalability from day one.

What does good pricing software look like in practice?

The evaluation criteria in the previous section tell you what to look for. This section tells you what it looks like when it is working.

McKinsey's research on B2B pricing transformations consistently identifies margin uplifts of 4 to 8 percent in successful implementations.

Those results are attributed not to model sophistication but to organizational capability: consistent governance, sales adoption, and feedback loops that connect pricing decisions to commercial outcomes.

What that looks like on the ground is four things working together.

Pricing logic that everyone can find and trust

In a well-implemented pricing environment, there is one answer to the question: what is the right price for this customer, product, and volume?

It lives in the pricing system, it reflects current policy, and it is accessible to everyone who needs it. The version control problem is gone. So is the institutional memory problem, where critical pricing logic exists only in one person's head.

Sales teams that use the guidance because they trust it

Pricing software that sales teams ignore is not pricing software. It is an expensive system of record that changes nothing about commercial outcomes.

The signal that an implementation is working is when sales teams stop asking "can I go lower?" and start asking "what does the system say and why?"

That shift happens when the guidance is explainable and when the pricing team has invested in helping the sales organization understand the logic, not just enforce the output.

Exceptions that are governed, not avoided

Every B2B pricing environment has exceptions. Good pricing software does not eliminate them. It governs them.

It makes exceptions visible, routes them through appropriate approval workflows, logs them for analysis, and uses the pattern over time to inform whether the underlying pricing logic needs to change.

Outcomes that feed back into the model

Win rates, realized margins, discount frequency, and deal outcomes are not just reporting metrics. They are the inputs that make a pricing system smarter over time.

In a mature implementation, the pricing team reviews those signals regularly and adjusts the model accordingly. That feedback loop is what separates a pricing capability that compounds in value from one that plateaus.

Pricefx integrates with the ERP, CRM, and CPQ systems your teams already use, so pricing decisions happen in workflow, not around it.

The platform governs pricing logic across every deal with the audit trails, approval workflows, and sales-facing explainability that make consistent pricing something an organization can actually operate at scale.

Because the system connects insight directly to execution, pricing teams see measurable impact in weeks, not months. The bottleneck was never the data. It was connecting the right price to the right decision at the moment it needed to be made.

If you are exploring how other pricing leaders are approaching this, the Margin Makers webinar series brings together practitioners working through real pricing transformation challenges.

Watch previous sessions on demand to hear how manufacturers, distributors, and chemicals companies are building pricing capability in practice. New sessions are scheduled regularly — check the page for upcoming dates.

Pricefx CEO Receives Titan 100 Honors for exceptional leadership | Pricefx

Pricefx — Thu, 23 Jul 2026 12:13:33 GMT

Pricefx, the global leader in AI-powered pricing software, today announced that its CEO Ronak Sheth has been named a 2025 St. Louis Titan 100 honoree. The Titan 100 program recognizes the most accomplished business leaders in their industries using criteria that include demonstrating exceptional leadership, vision, and passion. Collectively the 2025 St. Louis Titan 100 and their companies employ over 42,000 individuals and generate over $77 billion in annual revenues.

“Titan 100 winners are redefining business with vision and purpose, setting new standards for growth, innovation, and impact. These trailblazing leaders inspire transformation across industries, uplift communities, and drive meaningful change. We proudly celebrate their legacy of excellence and unwavering commitment to shaping a brighter future for all,” said Jaime Zawmon, President of Titan CEO.

During his tenure at Pricefx, Sheth implemented a “smart growth” strategy that propelled the company to achieve consistent 40% year-over-year revenue growth. Strengthening the Pricefx partner ecosystem allowed the company to scale rapidly, expand into new markets, and deliver superior customer outcomes. A streamlined framework was launched that significantly reduced time-to-value for customers and new AI capabilities provided predictive pricing insights and real-time autonomous adjustments. These advancements helped Pricefx customers navigate volatile markets with greater precision.

“Winning the Titan 100 award is a reflection of the incredible team at Pricefx and the transformative work we’re doing together,” said Sheth. “Along with my fellow Titans, we are shaping the future of our industry. Through real-time analytics, predictive modeling, and AI, Pricefx is enabling businesses to anticipate market shifts and seize opportunities. Our technology gives customers the foundation for agility and action – allowing them to respond swiftly to fluctuating demand, supply chain disruptions, and tariff changes. We’re not just building software at Pricefx; we’re building a future where businesses can thrive in any environment.”

In the business world, C-level executives must keep a level head, focusing on data-driven strategies, and avoiding hasty, unproductive decisions. This is even more important as the unpredictability of tariffs has become a major challenge for businesses worldwide. Sudden tariff changes can disrupt supply chains and erode margins.

“At Pricefx, we are committed to helping companies turn this challenge into an opportunity,” said Sheth. “When dealing with inflation, rising costs, unpredictable demand, and sudden tariff changes, businesses need to abandon traditional manual pricing methods which delay price updates and lead to missed revenue opportunities and margin compression. AI-powered price optimization enables businesses to respond rapidly and intelligently to changing market conditions, protecting margins while remaining competitive.”

Read more about Sheth’s journey in this blog: https://www.pricefx.com/learning-center/my-titan-journey-empowering-titans-in-a-turbulent-world

About Pricefx

Pricefx is the global leader in AI-powered pricing software, offering an end-to-end platform solution that is fast to implement, flexible to configure, and friendly to learn and use. Since pioneering cloud-native pricing technology more than a decade ago, its leading AI price optimization and management capabilities deliver the industry’s fastest time-to-value with activation in 6 months or less and the industry’s highest average ROI of 7,000% in the first 12 months from activation. Pricefx’s award-winning solution is focused on productized industry use cases proven to solve the most common and complex pricing challenges for large enterprise B2B companies in manufacturing, distribution, process engineering, and select other verticals. It is the leading AI price optimization and management platform that enterprises rely on to dynamically Plan, Price, and Profit. Pricefx’s business model is entirely based on fairness, and the satisfaction and loyalty of their customers is recognized by years of leading rankings among customer review forums. For more information, please visit www.pricefx.com.

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Source: originally distributed via Business Wire on May 13, 2025.

Pricing transformation | Guide | Pricefx

by Alina Druzhinina — Thu, 23 Jul 2026 12:13:32 GMT

Pricing transformation is the cross-functional redesign of how a business sets prices, executes them at the point of sale, governs exceptions, and improves pricing performance over time.

It is not a single initiative with a defined end date. It is a capability-building program that moves an organization from reactive, manual, and inconsistent pricing toward governed, scalable, and value-driven commercial decisions.

The distinction matters because most organizations treat pricing transformation as a bounded project: define requirements, select a platform, go live, and declare success. That framing sets them up to underdeliver.

Pricing transformation that improves margin performance requires redesigning the strategy that guides decisions, the processes that execute them, the organization that owns them, and the skills that sustain them, alongside the tools that support all of the above.

"Pricing transformation isn't just about tech. It's about strategy, execution, and lasting impact." — Jose Paez, Senior Director of Solution Strategy, Pricefx

Paez speaks from experience that runs on both sides of the problem. Before joining Pricefx, he spent 15 years at Honeywell as a pricing leader, where he saw firsthand how pricing decisions get made inside large, complex organizations and what it costs when those decisions are inconsistent or ungoverned. At Pricefx, his role is to help companies define their pricing problems, map those problems to the right capabilities, and build a solution vision that the business can execute. He has worked through this process with companies across manufacturing, distribution, and chemicals. When he says most transformations fail, he is not citing a statistic. He is describing what he has seen repeatedly from the inside.

This article is built on that same framing: what pricing transformation is, what causes it to stall, the impact AI has on transformation and what it takes to get it right.

What is pricing transformation?

Pricing transformation is the cross-functional redesign of how a business sets prices, executes them at the point of sale, governs exceptions, and improves pricing performance over time.

The distinction matters because most organizations treat pricing transformation as a bounded project: define requirements, select a platform, go live, declare success. That framing sets them up to underdeliver. Pricing transformation that improves margin performance requires redesigning the strategy that guides decisions, the processes that execute them, the organization that owns them, and the skills that sustain them, alongside the tools that support all of the above.

"What pricing transformation actually means. Spoiler: it's way more than just going digital." — Jose Paez, Senior Director of Solution Strategy, Pricefx

That is not hyperbole. In B2B environments with thousands of customer-specific prices, negotiated contracts, regional teams, multiple channels, and complex rebate structures, going digital without addressing the underlying operating model produces a faster version of the same broken system.

Pricing transformation is also distinct from adjacent concepts that are sometimes confused with it.

It is not the same as pricing software implementation, which is one component of a transformation but not the whole of it. A company can implement a pricing platform and change nothing meaningful about how it makes commercial decisions.

It is not the same as dynamic pricing, which is a specific execution capability. Dynamic pricing can be an output of a mature pricing capability, but it is not the transformation itself.

It is not the same as a pricing strategy refresh. Updating the strategy is the starting point. Transformation is what happens when that strategy is actually embedded into daily commercial behavior across the organization.

And it is not the same as general digital transformation. Pricing transformation is more specific, more commercially urgent, and more directly tied to margin performance than most digital transformation programs.

Why most pricing transformations fail

"Most pricing transformations fail. Don't let yours be one of them." — Jose Paez, Senior Director of Solution Strategy, Pricefx

Paez said that not as provocation but as a pattern observation. The evidence supports it. McKinsey's research on digital pricing transformations found that pricing transformations are consistently treated as smaller and less leadership-intensive than ERP or enterprise transformations, which causes change management practices to be overlooked entirely. The gap between ambition and delivery is not a technology problem. It is an operating model problem.

Three failure modes account for most of the underdelivery.

Failure mode 1: treating it as a technology project

The most common mistake is scoping pricing transformation as a software deployment with a go-live date. The platform goes live. The rules are configured. The project is closed. And then, six months later, the pricing team is still managing exceptions in spreadsheets, sales teams are still discounting without guidance, and the margin improvement that justified the investment has not materialized.

Technology without adoption creates disappointment and stalls value realization. That is not a criticism of the technology. It is a statement about what technology alone cannot do.

McKinsey's research makes the same point clearly: pricing tools must be embedded in the right process and organization, and accompanied by the right mindsets, behaviors, and capabilities. Governance, ownership, and strategy must be clear before pricing can be industrialized. The platform is the last piece, not the first.

Failure mode 2: underestimating change management

Pricing transformation touches every commercial team in the business. Sales teams have to change how they quote and how they handle objections to price. Finance teams have to change how they measure pricing performance. Product and category managers have to change how they set and review prices. Regional leaders have to work within guardrails they did not design.

None of that happens by configuring a system. It happens through deliberate, sustained change management that starts before the technology is deployed and continues long after go-live.

The Pricefx approach is explicit on this point: change management is not a side task. It should be embedded from kickoff, or at minimum eight to twelve weeks before go-live. Programs that treat it as an afterthought consistently underdeliver, regardless of how well the technical implementation goes.

Failure mode 3: lacking a dedicated internal resource

The third failure mode is organizational. Pricing transformations that do not have a dedicated internal owner — someone who leads the program internally, manages stakeholders, drives adoption, and holds the business accountable to the roadmap — consistently stall.

External partners can design the strategy and configure the platform. They cannot substitute for internal leadership. The customer must lead internal execution. Without that dedicated resource, even technically sound implementations lose momentum after the initial push.

This is not a staffing observation. It is a structural one. Pricing transformation is a business change program. It needs to be owned like one.

What pricing transformation covers

Most pricing transformation programs are scoped around two dimensions: tools and process. Those matter. But they account for two of seven capability dimensions that determine whether a transformation delivers sustained commercial improvement or stalls after the initial push.

The seven dimensions are not equal in difficulty. Tools and systems are typically the fastest to address. Organization, skills, and value communication are the slowest, the most underestimated, and the most likely to be left out of the program scope entirely.

1. Visibility

Do decision-makers have access to accurate, granular pricing information in a format they can use?

Most organizations start a pricing transformation with a visibility problem. Pricing data is scattered across ERPs, spreadsheets, CRM systems, and regional teams. Nobody has a clean picture of what prices are being realized, where margin is leaking, or which customers, products, or channels are most exposed.

Before any strategy or optimization work can be meaningful, the data has to be consolidated and made accessible to the people making pricing decisions. Visibility is the foundation. Everything else builds on it.

2. Strategy, goals, and resources

Is there clear direction to guide pricing decisions? Are the right resources allocated to enable them?

Pricing transformation without a clear pricing strategy is reorganization for its own sake. The strategy defines what the business is trying to achieve with pricing: margin protection, volume growth, competitive positioning, or some deliberate combination across segments.

Many organizations have a pricing philosophy. Fewer have a pricing strategy. Fewer still have one that is translated into operational guidance their sales teams can use.

3. Process

Are pricing processes well-designed, documented, and followed consistently across the business?

Process is where transformation typically reveals its first major gap. Price setting, exception approval, contract management, and deal review often look different across regions, product lines, and sales teams. That inconsistency is not a discipline problem. It is a process design problem.

A process that exists only in institutional memory is not a process. It is a risk.

4. Tools and systems

Is the pricing process supported with tools that add value and save time?

This is the dimension most organizations focus on first and most heavily. It is also the dimension most likely to be over-scoped relative to the organizational readiness to adopt what gets built. The right tool question is not which platform has the most features. It is which capabilities does this organization have the process maturity, data quality, and adoption readiness to use on day one.

Tools should follow process design, not precede it.

5. Organization

Is pricing decision-making allocated to the people best positioned to make good decisions?

Pricing transformation almost always surfaces an organizational question: who owns pricing? In many B2B companies, pricing authority is distributed informally across sales, finance, product, and regional leadership, with no clear accountability and no consistent escalation path.

Getting the organization right is slower and harder than configuring a platform. It is also more durable.

6. Skills

Do the people making pricing decisions have the knowledge and training to make good ones?

Pricing capability is not evenly distributed. Sales teams often lack the commercial framing to defend a price in a negotiation. Pricing analysts may have strong data skills but limited commercial judgment. Finance teams may understand margin but not the behavioral dynamics that drive customer willingness-to-pay.

Pricefx offers structured training for teams at every stage of the journey, from foundational pricing concepts to platform-specific capability building. Training is not a one-time event at go-live. It is an ongoing investment in the capability that sustains the transformation.

7. Value and price communication

Are pricing decisions and their rationale communicated effectively, both internally and externally?

A price that nobody can explain is a price that will be discounted. Sales teams need to be able to articulate why the price is what it is, what value it reflects, and where flexibility exists within policy.

Value communication is not marketing. It is the last mile of every pricing decision.

The five stages of pricing maturity

Pricing transformation is not a binary state. Organizations do not move from broken pricing to world-class pricing in a single program. They move through stages, and understanding where a business currently sits is the prerequisite for designing a realistic roadmap.

Pricefx works with a five-stage maturity model across four pricing activities: foundation building, price setting, commercial policy, and execution. Each stage represents a meaningfully different level of organizational capability, not just a different level of technology sophistication.

Here is what each stage looks like in practice.

1. Baseline

Pricing at this stage is disorganized, opaque, and largely reactive. Decisions are driven by cost-plus logic, gut feel, and individual experience rather than market data or strategic intent. Few tools exist beyond spreadsheets. Errors are common. There is no consistent pricing direction and no visibility into realized margin performance.

Most organizations at this stage do not know they are at this stage. The absence of a pricing capability is often invisible until a margin squeeze or a competitive pricing challenge forces the conversation.

2. Basic

The organization has begun to build structure around pricing. There are pricing policies of some kind, some segmentation logic, and some tooling in place. But execution is inconsistent. Regional or team-level variation is common. The data exists but is hard to access and harder to act on.

Basic is the stage where most organizations realize that spreadsheets are the problem, not the solution. The question shifts from do we need to change? to where do we start?

3. Standard

This is the most populated stage in B2B enterprise pricing. The organization has harmonized its pricing basics. There is a clear direction. Tools are in place and system-supported. But execution remains difficult because the process design, governance, and adoption infrastructure have not kept pace with the ambition.

Standard organizations often have good pricing strategy documents and inconsistent pricing behavior. The gap between policy and execution is the defining characteristic of this stage. Closing that gap is the primary work of the transformation.

4. Advantaged

At this stage, pricing decisions are governed, consistent, and data-driven. The organization has clear ownership, documented processes, well-configured tools, and a sales team that trusts the guidance it receives. Price corridors are used consistently. Exception management is disciplined. Margin performance is visible and improving.

The work at this stage shifts from closing gaps to compounding gains. The organization is using pricing as a commercial lever rather than managing it as a compliance activity.

5. Leading

Leading organizations operate pricing as a strategic capability. Pricing decisions are transparent, integrated across commercial workflows, and continuously optimized using a combination of AI-generated recommendations and human commercial judgment.

This stage is not a destination. It is an operating mode. The organizations that reach it have built the skills, processes, governance, and culture to sustain pricing discipline without it depending on any single person or team.

Most B2B companies currently sit between Standard and Advantaged. The transformation work that matters most is closing the execution gap at Standard and building the adoption infrastructure that makes Advantaged sustainable.

How to build a pricing transformation roadmap

A pricing transformation roadmap is not a project plan. It does not have a fixed end date, a defined set of deliverables, and a go-live that marks completion. It is a sequenced capability-building program that moves the organization through maturity stages while sustaining commercial performance along the way.

The sequence matters. Organizations that try to run price optimization before they have clean data, or deploy execution tooling before they have governance in place, consistently underdeliver. The four activities below represent the right order of work, even if in practice they overlap and iterate.

1. Foundation building

Foundation building is the work that makes everything else possible. It covers data consolidation, visibility infrastructure, strategy definition, organizational design, and the basic process documentation that gives the transformation a stable base.

This phase is often underestimated in scope and under-resourced in execution. Organizations want to move quickly to price setting and optimization because those activities have visible commercial impact. But foundation work done badly produces a faster version of the same broken system. Done well, it compresses the time and cost of every subsequent phase.

The key questions to answer at this stage are:

Do we have visibility into what prices are being realized?
Do we have a pricing strategy that is specific enough to guide decisions?
Do we have clear ownership of pricing across the organization?

If the answer to any of those is no, foundation building is where the roadmap starts.

2. Price setting

Price setting is the work of establishing the right prices for the right customers, products, and channels, and making those prices accessible and governable at scale.

This covers list price management, customer-specific price conditions, segment logic, and the approval workflows that govern how prices are set and updated. It is the phase where the gap between we have a pricing strategy and our sales team knows what price to quote gets closed.

The most common failure at this stage is moving to optimization before the basics are governed. A sophisticated price optimization model built on top of inconsistent list prices and ungoverned discounting produces sophisticated inconsistency. Sequence matters.

3. Commercial policy

Commercial policy is the work of governing how prices are applied in the market: exception management, discount authorization, rebate structure, channel policy, and the escalation paths that determinewhat happens when a deal falls outside standard terms.

This is the phase where pricing moves from a pricing team activity to a commercial team capability. Sales leaders, regional managers, and account teams need to understand the policy, trust the guardrails, and have the commercial confidence to defend the price in a negotiation.

The change management work is heaviest here. Policy without adoption is enforcement without trust, and enforcement without trust produces workarounds. The adoption investment made in earlier phases determines how smoothly this phase lands.

4. Execution

Execution is the phase where pricing decisions move from recommendation to transaction in real time. It covers dynamic pricing logic, API-level price delivery, quote-time guidance, and the feedback loops that connect commercial outcomes back to pricing models.

This is the phase most organizations want to reach first and the one that delivers the least value when the preceding phases are incomplete. Execution capability built on weak foundations, inconsistent policy, and low sales adoption produces fast, wrong answers at scale.

When the foundations are right, execution is where the compounding begins. Price changes propagate consistently. Sales teams act on guidance they trust. Margin performance becomes measurable, improvable, and sustainable.

The roadmap does not end at execution. Maturity is a continuous process. Organizations at the Advantaged and Leading stages are running all four activities simultaneously, iterating on each as markets change, as the business grows, and as AI-augmented capabilities expand what is possible.

If you are unsure where your organization sits on this roadmap or which phase represents the highest-leverage starting point, Pricefx has a team of solution strategists who work through exactly this kind of diagnostic. Start that conversation here.

What good looks like and how long it takes

McKinsey's research on digital pricing transformations shows that companies can capture 2 to 7 percentage points of sustained margin improvement, with initial benefits appearing in as little as three to six months.

That timeline is achievable when the foundations are right and adoption is treated as a first-order priority. It is not achievable when transformation is scoped as a technology deployment.

The difference between organizations that hit that timeline and those that do not comes down to four observable characteristics.

They start with visibility, not optimization. The first investment is in understanding what is happening with prices across products, customers, and channels. Optimization built on bad data produces bad answers faster. Visibility built first compresses every subsequent phase.

Their sales teams use the guidance because they trust it. The signal that a pricing transformation is working is not the platform go-live. It is when sales teams stop asking can I go lower? and start asking what does the system say and why? That shift requires explainable guidance, not just accurate guidance.

Exceptions are governed, not just tracked. In high-performing organizations, exceptions are visible, routed through appropriate approval workflows, logged for analysis, and used over time to improve the underlying policy. In underperforming ones, exceptions quietly erode the transformation's commercial impact.

The feedback loop is closed. Win rates, realized margins, discount patterns, and deal outcomes flow back into the pricing model and inform the next round of price setting. Without that loop, transformation is a point-in-time improvement. With it, the capability compounds.

What it looks like in practice

Mabe, a leading home appliance manufacturer operating across Latin America, worked with Pricefx to redesign their pricing capability from the ground up.

Before the transformation, quote turnaround took up to five days. Pricing decisions were slow, inconsistent, and difficult to govern across a complex regional structure.

After implementing a governed pricing capability with Pricefx, the results were measurable and fast:

Quote turnaround reduced from up to five days to one hour
Net sales margin improved by 2.5 percentage points within 12 months
Pricing decisions became consistent, visible, and auditable across the business

The technology was one part of that story. The organizational work, the process redesign, the adoption investment, and the governance infrastructure were the other parts. The outcome required all of them.

Read the full Mabe case study to see how the transformation was structured and what it delivered.

The role of AI in pricing transformation

AI is changing what is possible in pricing. It is not changing what is required.

The organizations seeing the most meaningful AI-driven pricing results are not the ones that deployed AI first. They are the ones that built the foundational capabilities, data infrastructure, process discipline, and organizational alignment that allow AI recommendations to be trusted, acted on, and governed at scale.

AI without that foundation produces the same outcome as any other tool deployed before the organization is ready to use it: fast answers that nobody trusts, or worse, fast answers that are wrong in ways nobody can detect.

When the foundations are in place, AI adds genuine capability at every stage of the maturity model.

At the foundation stage, AI accelerates visibility work. It surfaces patterns in transaction data that would take a pricing analyst weeks to find manually, flags anomalies, and identifies where margin is leaking before it becomes a commercial problem.

At the price setting stage, AI models elasticity, willingness-to-pay, and segment behavior at a granularity that manual analysis cannot match. It recommends price corridors that reflect both market reality and business objectives, and updates those recommendations as conditions change.

At the commercial policy stage, AI supports exception management by flagging deals that fall outside policy before they are approved rather than after. It identifies patterns in discount behavior that indicate where policy is unclear, where sales teams lack confidence, or where specific customers or segments require a different approach.

At the execution stage, AI delivers price guidance in real time, inside the workflows where decisions get made. It processes thousands of price requests per minute, learns from commercial outcomes, and continuously improves the quality of its recommendations as more data flows through the system.

The Pricefx platform is built around this model. Our Agents work alongside pricing teams to surface the insights that matter, connect those insights to commercial decisions, and learn from the outcomes of every deal.

What AI does not do is replace the strategy, governance, and organizational alignment that determine whether those insights are acted on. Pricing transformation is still primarily a human and organizational challenge. AI is the accelerator, not the solution.

We are building a dedicated guide to AI pricing transformation that goes deeper on explainability, agentic workflows, and AI readiness for enterprise B2B pricing teams. In the meantime, the platform overview explains how Pricefx approaches AI in the context of governed, explainable pricing decisions.

Pricing transformation is a long game. The organizations that sustain it are the ones that build a community of practice around it: sharing what works, learning from what does not, and staying connected to how the discipline is evolving.

The Margin Makers series brings together pricing leaders from manufacturing, distribution, and chemicals who are working through exactly these challenges in real time. Watch previous sessions on demand or book your place at the next live session to hear how other organizations are managing pricing transformation from the front lines.

Pricefx appoints new CFO and CMO | Pricefx

Pricefx — Thu, 23 Jul 2026 12:13:31 GMT

Pricefx, the global leader in AI-powered pricing software, today announced it will add two key executive leaders to further accelerate the company’s growth trajectory and track record of operational excellence. The appointments of Gary Sher as Chief Financial Officer (CFO) and Lindsay Sanchez as Chief Marketing Officer (CMO) follow an exceptionally strong 2024 in which Pricefx grew subscription revenue 38% year-over-year and secured an impressive 97%+ retention rate. Bringing on these seasoned technology executives demonstrates Pricefx’s continued commitment to building a world-class, global leadership team who will help the company scale and expand its leadership position in the rapidly evolving pricing software market.

Over his career, Sher has demonstrated outstanding leadership and financial expertise. As CFO, he will lead the company’s finance and data functions, continuing to focus on delivering operational excellence, driving financial discipline, and supporting Pricefx’s ambitious growth plans. Sher was previously CFO at Inbox Insight, a B2B martech software company, and at LHV Bank, a SaaS banking platform for fintech companies. His career also includes key finance and strategy roles at Starling Bank and Ayondo, where he guided the latter to a successful IPO in Singapore.

“Gary’s proactive approach, deep financial expertise, and ability to connect with stakeholders across the organization will be instrumental in our next phase of growth,” said Ronak Sheth, Chief Executive Officer of Pricefx. “Under his leadership, our finance organization will help us accelerate innovation and strengthen our leadership in the price optimization market.”

Sanchez has 25 years of experience in B2B enterprise marketing and digital sales at both large technology companies and high-growth startups. She has held global leadership roles spanning marketing strategy, partner enablement, industry solutions, and market intelligence. Most recently, Sanchez was CMO at Khoros, a community management software company. Previously, she held a variety of senior marketing and partner roles during two tenures at Citrix, a cloud virtualization company, and was CMO at Kore.ai, an AI agent platform and no-code solution.

At Pricefx, Sanchez will focus on elevating Pricefx’s global marketing strategy, increasing brand awareness, and scaling marketing efforts with the company’s growth objectives. She will assist the revenue team in driving new customer acquisition, expansion, and retention with data-driven strategies that excel across complex global and regional segments, business sizes, and industries.

“We set out to find a CMO who could scale our marketing programs and drive global brand recognition, and Lindsay is the perfect fit,” added Sheth. “Her depth of experience in go-to-market strategy, digital sales, and customer engagement will be instrumental in propelling Pricefx’s growth and achieving our goals.”

Additionally, with the company’s outstanding 2024 performance, continued ranking as one of the “Best Places to Work,” and his overall leadership prowess, Ronak Sheth has been named a Titan 100 winner for St. Louis. The Titan 100 program recognizes the top 100 CEOs and C-level executives, highlighting the city’s most accomplished business leaders using criteria that include demonstrating exceptional leadership, vision, and passion.

About Pricefx

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Media contact

Cathy Summers

Summers PR

cathy@summers-pr.com

+1 (415) 483-0480

Source: originally distributed via Business Wire on March 4, 2025.

Returning after parental leave: stories from Pricefx mothers | Life at Pricefx

Pricefx People & Culture — Thu, 23 Jul 2026 12:13:29 GMT

Becoming a parent is an amazing moment in life, and it often reshapes how work fits into it. As a result, returning after parental leave can bring new priorities, new energy, and a different perspective than before.

At Pricefx, having a baby is not a stop sign for anyone’s career. We aim to make the return to work as flexible and supportive as possible, shaped by individual needs rather than one-size-fits-all rules. Instead of listing policies or initiatives, we wanted to show what returning to work actually looks like in practice.

That’s why we asked our amazing colleague mothers, Michaela, Kate, and Nandi, to share their experiences in their own words. Their answers show how different each journey can be, and how a welcoming workplace can make a real difference when navigating the transition back to work.

Kate, Director Customer Success, Germany

What has surprised you the most about returning after maternity leave?

I realised that things changed in me. I’m on a journey of building a new self, because it’s not just me — now I’m a mom. I can’t be the same person I was before, and I had to figure out how to combine being a mom with being ambitious and career-oriented.

What did your very first day back feel like?

The first day was not very spectacular. What stood out more than the day itself was how intense the return felt. The first week felt extremely intense. I was emotional, constantly tired, and it was hard to focus while still recovering.

Did Pricefx help you make your transition smoother?

Yes, mainly through flexibility and culture. We don’t clock in or out, and I have full flexibility to define my working hours. Before my son went to daycare, I worked mostly in the afternoons, and no one ever told me I had to work differently.

What advice would you give another employee returning from parental leave?

Everyone needs a grace period. No matter when you come back, things will be different because you’ve changed. I didn’t give myself enough grace at the beginning and expected myself to perform the same way as before. It’s important to pace your expectations and not push yourself too hard.

Michaela, Director Compliance, Czechia

What has surprised you the most about returning after parental leave?

I didn’t really perceive it as a return. I was away for only six weeks, and even then, I was working on an agreement and often putting in more hours. Because of that, the whole situation felt very continuous rather than a clear break and return.

What was your biggest worry about coming back part-time?

My worry didn’t come from whether the company would allow it. The uncertainty came from the child. You can plan things, but a child changes, and you don’t know whether their nature or health will change, or whether you will still be able to function as you agreed.

Did your manager or colleagues do something that made a difference for you?

I think a major factor was that my manager at the time was American. In the US, women commonly work this way, so he supported me a lot. We talked about it openly, and from the beginning, I said that I couldn’timagine being at home with a child for three years. My colleagues always checked with me before scheduling meetings, and even when my child appeared during internal calls, nobody commented on it.

What advice would you give another employee returning from parental leave?

For me, the most important thing is not to go against yourself and to know your limits. Every parent reacts differently, physically and mentally. When you reach your limit, you have to say stop and reorganize things. Going against yourself is bad both at work and in private life.

Nandi, Solution Architect, USA

What did your very first day back feel like?

My first day back, I was nervous about how quickly I’d be assigned to a project. I was given time to catch up, and once I did have a project – some two months later – I felt ready.

What’s been the hardest part of juggling motherhood and your job so far?

Fitting everything I need to do for work during the standard hours. I’m more conscious of asking people for deadlines, and Do you need this now?

Did Pricefx help you make your transition smoother?

If a call was scheduled when I didn’t have childcare, I was upfront that people may hear a baby in the background. No one gave me a hard time, and most people said hello when they heard my son.

Did your manager or colleagues do something that made a difference for you?

Just seeming genuinely interested in how my transition back was going helped.

What advice would you give another employee returning from parental leave?

If you have an office, put a small portable playpen in there in case of emergencies. 🙂

Returning after parental leave looks different for everyone

Returning to work after parental leave looks different for everyone, as shown by three Pricefx mothers - Kate, Michaela, and Nandi - who describe the mix of emotional adjustment, shifting priorities, and practical challenges that come with becoming a parent. Each highlighted how flexibility, understanding colleagues, and a supportive culture made their transitions smoother, whether that meant adjusting work hours, easing back in gradually, or openly balancing childcare needs. Their stories show that at Pricefx, parenthood isn’t a career setback but a life change the company embraces with empathy and adaptability.

See how we approach diversity and inclusion at Pricefx

Pricefx volunteering day | Life at Pricefx

Pricefx People & Culture — Thu, 23 Jul 2026 12:13:27 GMT

We believe that success is best enjoyed when shared. That’s why we’re strong supporters of volunteering. Pricefx was built on community, so we want to share our success by giving back. In 2024, our volunteer efforts culminated in a full day of work at Chateau Pátek. Here’s how it went.

Two free days to help a good cause

Volunteering is a cornerstone of our company culture. Since its inception, Pricefx has supported projects that make the world fairer and friendlier. To embed this idea in our culture, each Pricefx employee gets two fully paid working days (16 hours) to volunteer for causes they care about, such as caring for stray dogs, cleaning riverbanks, or assisting individuals with mental challenges.

Every step counts

Our volunteering efforts go beyond those 16 hours, though. We strive to do more good and take part in various projects throughout the year. The Pricefx team loves to get their heart rate up, so for our Social Responsibility Day we tracked our cardio in the Strava app and donated 1 EUR for every 3 km walked, or 5 km cycled. In 2024, our team raised an incredible 10k EUR. The funds will support ADRA’s flood relief efforts in the Czech Republic and the Red Cross’s hurricane relief in the USA.

We used the same method during the Earth Month Challenge at the beginning of the year, donating 1 EUR per km for any activity that tracks distance and raising over 6.5k EUR, which we matched to 10k EUR for the tree-planting charity One Tree Planted. This year, as in 2023, our contributions peaked during a volunteer day at Chateau Pátek in northern Czechia.

Rescue mission: Chateau Pátek

Chateau Pátek, with its rich history dating back to the 12th century, was used for collective agriculture during the communist era in Czechia. After the Iron Curtain fell in the 90s, the castle was abandoned and fell into disrepair. A few years ago, a group of enthusiasts led by the castle manager, Petr “Rasken” Chaloupka, decided to save it and transform it into a place for cultural events and relaxation. Now it hosts concerts, exhibitions, and a camp for tourists and paddlers from the nearby river.

Building friendly communities has always been our goal, which made helping this project a no-brainer. So, once again, our Office Management team organized a volunteering event at the amazing chateau. While our team provided their time and muscle, we supported them with a good lunch and equipment, and some volunteers even brought their own tools.

Cleaning mode: on

This year, a dedicated group of 21 Pricefx volunteers spent two days making a difference at Chateau Pátek. Our main goal was to clear the premises and create more usable space for the public. Together, we moved hundreds of pounds of material and debris from the cellars, barn, and granary.

Along the way, we uncovered hidden treasures, like an ancient paddle boat, and improved river access for paddlers. The work was physically demanding and involved carrying tree logs, roof tiles, and earth. But with minimal phone coverage, it became a refreshing mental break from our usual challenges at Pricefx.

Fostering team spirit on our volunteering day

After the last wheelbarrow was emptied, Petr “Rasken” gave us a guided tour of the castle, including the latest art exhibition. You might think the day ended there, but it didn’t. Most of our volunteers stayed the night in sleeping bags, singing country songs by the fire. The experience showed once again that togetherness and a sense of community are integral parts of Pricefx. The amazing part was coming back a few months later and seeing the space up and running, leaving us with well-deserved pride that we contributed to making the change happen.

Ground-up volunteering initiatives

What sets volunteering at Pricefx apart is its grassroots approach. Unlike the top-down initiatives common in many companies, our team members lead the way by bringing forward their own creative ideas for giving back. Our volunteering efforts at Chateau Pátek are a great example.

“We are always excited to support our colleagues’ volunteering ideas and bring them to life. This personal approach not only makes the experience more meaningful, it also makes everyone look forward to the next opportunity even more,” says Tereza, our Office Manager.

We’re always finding new ways to make a positive impact, through company-organized events, two fully paid volunteer days for every team member, or fresh ideas from our team. Ready to join us?

Hear the supportive culture our people describe

A day in the life of a support engineer | Life at Pricefx

Pricefx People & Culture — Thu, 23 Jul 2026 12:13:26 GMT

As a highly customer-oriented software provider, we take product support seriously. Our support team works to resolve any issue a customer runs into as quickly as possible. For this “day in the life,” we sat down with Jacob, a Senior Support Engineer, to hear about his workload, his favorite task s, and what he likes most about the job.

What a support engineer does at Pricefx

You’re a third-level support engineer. What do the support levels actually mean?

In Pricefx, we’re third-level support, which means we’re the final line for any issue a customer is having. We make sure it gets taken care of, whether that means sending it to engineering to fix the software itself, or telling the customer the issue is on their end. Sometimes it’s not an issue at all, and I can say: “No, that’s working correctly.” So we’re making the decisions about how things get solved.

You mentioned you sometimes hand issues off to others, like Site Reliability Engineers (SREs). How does that work?

SREs, or TechOps as we call them, work closely with us. In support, we’re a bit of a jack of all trades. We do a little of everything, including some of the things SREs do, like restarts or configuration changes. When something is really broken and beyond that, I take it to TechOps.

A typical day for a support engineer

What does a typical day look like? Is there even such a thing for you?

Day to day, it tends to follow the same rhythm. I wake up, make a cup of coffee, and go through the ticket queue while I drink it. Most mornings I start by replying to tickets from the day before and making sure they’re all handled. We work to Service Level Agreements (SLAs), so I pick up each ticket before it expires within our agreed service time.

Does the work ever feel repetitive?

Not really, and that’s one thing I like about Pricefx. You rarely see the same issue twice, and when you do, it’s usually a different customer hitting it for the first time. The base of the job is the same though: verify that it’s a real issue, then see if there’s a corrective action I can take myself.

What might that corrective action look like?

For example, if it’s a coding error and I can look into the logic, sometimes the fix is simple and I just need to switch one thing for another. Most of the time, though, you’re verifying the customer’s issue and working out whether you can solve it yourself or whether someone closer on your team can. Other times you go to a Configuration Engineer (CE) to get the logic changed.

The problems a support engineer solves

What kinds of issues do you run into most often?

It changes over time. Before we ran on bare-metal servers, we saw some repeated issues. Now that most of our customers have moved to cloud-based platforms, every day feels like a new learning experience. Each case has its own twist, so there’s always a fresh challenge, a new problem to solve, and another chance to expand what we know. It keeps the work interesting and never repetitive. For example, we make sure the customer’s database is set up correctly, in both the QA and production environments.

How does on-call work on the support team?

In the US we have an on-call week, or the hot seat, as we call it. When you’re on the hot seat, you monitor and respond to alerts. If a critical ticket comes in, you get a text on your phone and it has to be handled within hours, because it can really affect a customer’s business. The upside is that during your on-call week you don’t take many tickets from the queue. You focus on the critical ones and on monitoring alerts.

It sounds like you juggle a lot. How important is prioritization?

Very. Tickets range in severity from low to normal to high to critical. The goal is to work down from critical and leave the low-priority ones for last. You use your own judgment too, focusing on issues you can actually work on right now versus ones where you’re waiting on other people for information. Knowing how many tickets to pick up is a balancing act.

What makes the support engineer role rewarding

Support is a helping role. What’s the most rewarding part for you?

I like digging deep into an issue, and I don’t mind spending a lot of time on it. The rewarding part is handing the client everything you found along with the solution you’ve come up with. It’s nice to hear them say: “You were right on all accounts, thanks for helping us out.” That’s the big one for me. Knowing what I worked on personally and having ownership of it. It’s very direct.

When you’re deep in a problem, is it hard to stay focused?

I really like working from home, and it’s a big help for work-life balance. For me, focusing involves a lot of pacing. When I’m stuck on a problem, I don’t have to stay at my desk. I can walk around the house, play with my dog for a bit, and think the issue through. That would be harder in an office.

What are the biggest challenges of the job, and the parts you enjoy most?

The biggest challenge is that the software has many interconnected tools, and a problem can appear at any point. Sometimes we don’t know where the issue is happening and we have to dig through logs. On the plus side, a lot of our clients are household names I actually use, so I know I’m helping a brand I recognize with its pricing.

Support is a team effort

How much of the work happens as a team?

When you’re a new hire, you’re always working with someone on issues and asking questions on calls. We have a mentorship system, and I was assigned a mentor, but I also reached out to anyone available on my team. Now that I’m senior, I handle most things on my own, but only because the team already taught me what I needed. It’s a team-based job, especially when we open a “war room” for a critical issue and work it together on a call. Someone can drop in, mention they saw the same thing last week, and an issue that might have taken all day is solved in minutes.

How would you describe the company culture?

I think it’s great. Pricefx emphasizes balance, supporting each other, and creating an environment you actually want to work in. Being remote helps. You can take a moment to think about what you want to say rather than blurting out the first thing that comes to mind. Everyone’s been polite, and reaching out to other teams has never been a problem. People don’t hide from messages.

Learn more about the supportive, inclusive culture at Pricefx

Advice for a new support engineer

What advice would you give someone starting in your role?

The biggest thing is not to be afraid to ask questions. With any technology, you’ll be working with tools you’ve never used before, and you’re going to have to ask. But also don’t be afraid to dig into things on your own. Spend time investigating, even when you’re not sure what you’re looking at. That’s part of the learning process.

2025 compensation review | Life at Pricefx

Pricefx People & Culture — Thu, 23 Jul 2026 12:13:25 GMT

Being fair is one of our core “F-words,” the guiding values at Pricefx. Among other things, it’s our compass for creating a work environment where everyone feels valued. That’s why in 2025 we’re taking a big step forward to ensure salary fairness across the entire company. Pricefx’s leadership has committed to closing any pay gaps our thorough analysis uncovers, regardless of an employee’s role or gender, so that everyone is paid fairly. Why? Because our people are our greatest asset, and they deserve our 100%. So how are we planning to close the gap?

Getting the right data

In the dynamic tech industry, setting competitive pay levels can be challenging. Salary benchmarks can quickly become outdated, sometimes leading to wage inconsistencies across similar roles. Leveling salaries accurately and fairly was a complex task that required precise data. To assess salaries correctly, Pricefx’s compensation team adopted Pave, a platform that provides real-time, market-based compensation data for a wide range of roles. The real-time aspect is crucial here, because many platforms are based on old data and may not keep up with the rapid changes in the IT field.

By sorting roles into different brackets based on seniority, accountability, or merit, we created a detailed salary reevaluation for current employees and new hires. This analysis gave our compensation team a true, data-based overview of the salary situation at Pricefx, forming the cornerstone of the fairness compensation program.

Two main gaps to close

With this overview in hand, the compensation team established internal benchmarks for each role, creating a clear standard for equitable pay. If a discrepancy between someone’s salary and their position’sbenchmark was found, Pricefx’s management is committed to closing it to meet the benchmark. This aligns with our mission to ensure zero underpaid employees in 2025.

Even before this analysis, Pricefx has consistently aimed to stay competitive within the higher market salary percentile. But we take our people-centric approach seriously, and we want our people to feel fairly compensated for their great work. So if pay fairness has a number, we’re ready to meet it.

Role-based salary differences weren’t our only focus, though. Our analysis also reviewed the gender pay gap, which turned out to be approximately 3%. That’s well below the industry average and significantly lower than the 16% average gender pay gap in Czechia, where our largest office is located. But a low gap doesn’t mean no gap, and 3% is still above fair. In 2025, Pricefx closed it as well.

“We’re pleased our analysis showed a relatively low gender pay gap. But as soon as we saw the number, we thought: why not make it zero? With full support from Pricefx’s leadership, we’re excited to make that happen,” said Lenka Syrůčková, Director Reward & People Operations.

Individualized pay adjustments

Because salary situations differ for each individual, we’re making personalized pay adjustments. This approach ensures that each of our valued team members is compensated in line with current market standards, and that any remaining differences based on role or gender are addressed.

EU transparency directive: already ready

Helpfully, transparency trends are also gaining momentum at the governmental level. By 2026, the EU pay transparency directive should set a new standard for “equal pay for equal work” across genders in all EU companies. The directive promotes salary transparency, requiring companies to address any pay gaps and granting employees access to relevant pay data, reinforcing fairness and accountability across every workplace.

While some companies may find meeting this directive challenging, we were happy to see that Pricefx is already in full compliance.

Commitment beyond compensation

EU policies aside, our compensation policy is one way Pricefx’s leadership shows a commitment to taking good care of its people. Our roots have shaped our values, and they remain the same even as we’vegrown to several hundred team members. At Pricefx, we put our people first to show them how much we appreciate their hard work.

We’re well aware that achieving compensation equity goes beyond a single solution. That’s why our compensation team actively reviews and evaluates salaries on a regular basis to address any discrepancies that may arise.

As Lenka Syrůčková, Director Reward & People Operations, notes: “Setting salary fairness is not a one-time solution. We’re committed to constantly monitoring it to make sure there are no pay gaps even after two, five, or ten years.”

Though there’s much more to Pricefx than compensation, every team member deserves fair pay for their contributions. We believe our compensation policy strengthens our culture and will help us close any remaining gaps for good. Join our team and experience Pricefx fairness for yourself.

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